Includes index.

Front Cover; Front Matter; Half-title; Author dedications; Full title; Imprint; Brief contents; Contents; Preface; Guided tour; Acknowledgments; Case matrix; About the authors; Part 1 introduction; Chapter 1 What is organizational behavior?; The importance of interpersonal skills; What managers do; Management functions; Management roles; Management skills; Effective versus successful managerial activities; A review of the managerâ#x80;#x99;s job; Enter organizational behavior; Complementing intuition with systematic study Myth or Science? â#x80;#x98; Management by walking around is the most effective managementâ#x80;#x99; Disciplines that contribute to the OB field; Psychology; Social psychology; Sociology; Anthropology; There are few absolutes in OB; Challenges and opportunities for OB; Responding to economic pressures; OB in Practice Organisational behaviour, productivity and big data; Responding to globalisation; Managing workforce diversity; Personal Inventory Assessments Multicultural Awareness Scale; Improving customer service and people skills; Working in networked organisations; Enhancing employee well-being at work Improving ethical behaviourEthical Choice Holiday deficit disorder; Coming attractions: developing an OB model; An overview; Inputs; Processes; Outcomes; Summary; Implications for managers; Point/Counterpoint Lost in translation?; Questions for review; Experiential exercise Intoxicated workplaces; Case study Apple goes global; Endnotes; Part 2 The individual; Chapter 2 Diversity in organizations; Diversity; Demographic characteristics of the Australian workforce; Levels of diversity; Discrimination; Personal Inventory Assessments Intercultural Sensitivity Scale; Biographical characteristics AgeGender; Myth or Science? â#x80;#x98; Bald is betterâ#x80;#x99;; Race and ethnicity; Ethical Choice Board quotas; Disability; Other biographical characteristics: tenure, religion, sexual orientation and gender identity; Ability; Intellectual abilities; The benefits of cultural intelligence; Physical abilities; The role of disabilities; Implementing diversity management strategies; Attracting, selecting, developing and retaining diverse employees; OB in Practice Twitterâ#x80;#x99;s diversity issue; Diversity in groups; Effective diversity programs; Globalisation Worldwide talent search for women; Summary Implications for managersPoint/Counterpoint Affirmative action should be abolished; Questions for review; Experiential exercise Feeling excluded; Case study Human capital in the ageing workforce; Endnotes; Chapter 3 Attitudes and job satisfaction; Attitudes; What are the main components of attitudes?; Attitudes and behavior; Moderating variables; Job attitudes; Ethical Choice Are employers responsible for workplace incivilities?; Globalisation Exodus phenomenon; Are these job attitudes really all that distinct?; Job satisfaction; Measuring job satisfaction

Organisational Behaviour brings the subject to life with the very latest research and the finest business examples and practices from around the globe. Its hallmark approach of clear writing style, cutting-edge content, and engaging pedagogy provide: a clearly explained three-level model of analysing behaviour by looking at the individual, the group and the organisation system an easy-to-read design which breaks material into manageable sections a rigorous and engaging introduction to the principles, theories and practices of Organisational Behaviour, and an understanding of why these principles are important and relevant (whether or not you ever become a manager).

TBS903, MGNT210