Canadian Organizational Behaviour 8th Edition Pdf Free Download
Phillipp Schneeberger
Canadian and Global Focus. Canadian Organizational Behaviour is written by Canadians for people who live and work in Canada. It includes numerous Canadian cases and exercises, is anchored by Canadian and global scholarship, and is filled with Canadian examples of organizational behaviour in practice. Along with its Canadian focus, this book has been written from the view that globalization has a profound influence on the workplace. The global focus continues by discussing several international and cross-cultural issues throughout the book.
Linking Theory with Reality. Every chapter of Canadian Organizational Behaviour is filled with examples to make OB knowledge more meaningful and to illuminate the relevance and excitement of this field. These stories about real people and organizations translate academic theories into useful knowledge and real-life applications.
canadian organizational behaviour 8th edition pdf free download
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Diversity, Equity, and Inclusion. Canadian Organizational Behaviour continues to emphasize theories and practices around diversity, equity, and inclusion (DEI). A broad array of OB topics are connected to these objectives to ensure that people of all backgrounds feel psychologically safe, engaged, valued, authentic, listened to, and respected.
Organizational Behaviour Knowledge for Everyone. A distinctive feature of Canadian Organizational Behaviour is that it is written for everyone in organizations, not just managers. The philosophy of this book is that everyone who works in and around organizations needs to understand and make use of organizational behaviour knowledge.
Active Learning and Critical Thinking Support. Canadian Organizational Behaviour includes more than two dozen case studies in various forms and levels of complexity. It offers four dozen self-assessments, most of which have been empirically tested and validated. Student critical thinking is further aided with a Debating Point in each chapter. This feature demonstrates that seemingly obvious OB knowledge may be contested by contrary evidence and logical counterarguments.
Connect. McGraw-Hill Connect is a highly reliable, easy-to-use homework and learning management solution that utilizes learning science and award-winning adaptive tools to improve student results. With Connect's ReadAnywhere app, students can study on the go - including reading and listening using the audio functionality - without any need for internet access. Using Connect, instructors can take advantage of McGraw-Hill's trusted content to seamlessly deliver assignments, quizzes and tests online.
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Canadian Organizational Behaviour, Ninth Edition, reflects the dynamic world of organizational behaviour and emerging workplace realities: social media and virtual teams; values and self-leadership; emotional intelligence and effective team behaviour. Every chapter is filled with examples to make OB knowledge more meaningful and reflect the relevance and excitement of this field.
Canadian Organizational Behaviour, Ninth Edition, is written by Canadians for Canadians and welcomes new co-author, Kevin Tasa, whose scholarly expertise and practical orientation contribute to this solid foundation of theory and reality. Canadian Organizational Behaviour draws on Canadian examples and case studies while recognizing the increasing globalization of the world we live in, as discussed in Chapter 1 and then supported by several global and cross-cultural topics covered throughout the book. The Ninth Edition is, apparently, the first major OB book to discuss the full self-concept model (not just core self-evaluation), workplace emotions, social identity theory, global mindset, four-drive theory, Schwartz's values model, employee engagement, learning orientation, workaholism, and many other groundbreaking topics.
Remember that organizational behaviour (OB) course you took back in college or university? Many HR practitioners probably think of OB as an interesting but not all that practical discipline. However, there were some important lessons there on communicating within organizations.
More importantly, HR should be training and coaching line managers how to communicate effectively with their direct reports, not only through e-mail and in team meetings, but also in one-on-one situations such as performance appraisals, compensation reviews, career planning, training, mentoring, and when providing context setting, continuous coaching and feedback.
Managers need to understand the basics of communicating as a leader. This is particularly important when cascading organizational information, discussing controversial or unpopular topics and delivering bad news. While line managers should show empathy, have good listening skills and be willing to consider differing opinions, they also need to be confident, assertive and willing to show solidarity with other members of the management team.
Another lesson from OB relates to the relative richness and effectiveness of various communications channels. A large percentage of communicating is done through verbal and even non-verbal means. This means people usually get much more out of a telephone conversation than an e-mail message. Better yet, a face-to-face meeting allows parties to hear words, tones of voice and interpret both verbal and non-verbal cues. This is an important lesson in workplaces where many people seem to hide behind their e-mails and text messages.
While many workplaces have shifted to hybrid setups coming out of the pandemic, employment experts say workers should be cautious about using that added flexibility to work from home when feeling sick.
"There is a bit of a return to ... people's comfort level with doing things while not feeling 100 per cent, but that's not everybody by any means," said John Trougakos, a University of Toronto professor of organizational behaviour and human resources management.
With a current uptick in COVID-19 cases in Canada linked to two new variants, along with the usual cold and flu season, employment lawyer Brittany Taylor said it's crucial that both employers and employees take the time now to consider how to handle sick days.
The growing popularity of hybrid work arrangements has been documented throughout the past year. As of May, 41 per cent of Canadian workers that were considered remote had hybrid schedules, splitting time between on-site and at-home, up from one-quarter a year earlier, according to a report released last month by Indeed Canada.
Stephen Harrington, national lead for workforce strategy at Deloitte Canada, said while plenty of Canadian organizations have plans for how people can work flexibly, he has not seen many prescribe rules around sick days.
But that poses risks both for the worker, who could exacerbate their illness by not getting proper rest, said Harrington. It's also a risk for the employer, as evidence shows people are not as effective and are more prone to error when working while ill.
Employees in hybrid work situations should proactively seek clarity from their superiors on what level of accommodation they should expect when it comes to illnesses and the remote aspects of their work, Taylor said, especially when it's inconvenient or unsafe to come into the office.
That means checking whether they're allowed to work from home while sick on a day of the week designated for in-office work, and if so, whether that would mean they have to come in another day instead.
"Ultimately, unless (an employee's) employment agreement gives them the right to work from home at their discretion, the employer is entitled to set the rules of the workplace, including when remote work is going to be permitted. So understanding those rules as an employee is key,"
"If it's not a well-thought-out model and it's just put in a cookie cutter kind of way together, saying, 'Well, you have to be there X number of days with no flexibility,' then they'll run into some pushback from employees," he said.
Sunira Chaudhri, founder and partner at Workly Law, noted that although workplaces have made efforts to offer accommodations in recent years, the balance of power has started to shift back to the employer. That has even played out with some employers using software to monitor their employees' productivity when working remotely.
Chaudhri said it's important for employers to set clear boundaries on whether they will even allow their staff to work while sick. She urged employees to adhere to those boundaries when they are outlined.
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