Organisational Behaviour, 1st edition
Published by Pearson (November 5, 2021) © 2022
- Jane Southall
Revel
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Inspire students through an active learning experience
Revel for Organisational Behaviour is a modern, highly interactive learning resource – written especially for the digital environment –which helps students learn concepts, apply theory and develop critical thinking; boosting their confidence of working in today's complex business environment.Â
AÂ modern, interactive and experiential learning resource for students on OBÂ
- Media rich learning resource incorporating over 60 videos, animations and concept checks, mini-simulations of real-life scenarios and surveys on personality, change and diversity for students to understand this qualitative subject.
- Structured to fit today's courses on OB with activities to share in class, on the go and at home
- Case studies from diverse, modern companies such as Lush, Tesco, Crate & Barrel, Lego, LloydsÂ
- As real case scenarios for problem solving in each chapter to test application of theoryÂ
- Surveys on personality, change, team working and cultural attitudes for students to understand how to use their OB knowledge to add value in the workplaceÂ
- Reflection feedback loop so that students consider how they have engaged with the topics
Dynamic content brings concepts to life
- Videos, activities and interactives integrated directly into the narrative get students learning actively, making it more likely that they'll retain what they've read.Â
- Embedded assessments afford students regular opportunities to check their understanding. The results enable instructors to gauge student comprehension and provide timely feedback to address learning gaps along the way.Â
- Writing assignments – such as journaling prompts, shared writing, reflection and comprehension activities – enable educators to foster and assess critical thinking without significantly impacting their grading burden.Â
- Video quizzes offer students opportunities to further their knowledge by applying concepts and testing their understanding. Instructors can share videos accompanied by time-stamped multiple-choice questions.Â
- Shared multimedia assignments make it easy for instructors and students to post and respond to videos and other media. Students can also record and upload their own presentations for grading, comments, or peer review.Â
- The Revel® mobile app lets students read and practice anywhere, anytime, on any device – online and off. It syncs work across all registered devices automatically, allowing learners to toggle between phone, tablet, and laptop as they move through their day.Â
- The audio playlist lets students listen and learn as they go.Â
Actionable insights help improve results
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A brand new, written for digital resource on OB
- Clear, easy to understand language for those new to the subject, especially students outside the business school and international studentsÂ
- Offering a balance between text and digital activities to keep students on track for learning and practising OBÂ
- Media rich learning resource incorporating over 60 videos, animations and concept checks, mini-simulations of real-life scenarios and surveys on personality, change and diversity for students to understand this qualitative subject. Â
- Structured to fit today's courses on OB using activities to show students how concepts apply in practiceÂ
Table of ContentsÂ
Organisational BehaviourÂ
CopyrightÂ
About the authorsÂ
The Revel learning experienceÂ
1: Organisational behaviour and the changing nature of workÂ
Introduction: Organisational behaviour and the changing nature of work
1.1 What is an organisation?
1.2 The changing nature of work and how it is impacted by the environmentÂ
1.3 Do any other factors impact businesses in the 21st century?Â
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2: PersonalityÂ
Introduction: PersonalityÂ
2.1 What is personality and why is it important?Â
2.2 What are personality traits?Â
2.3 What are personality types?Â
2.4 Where does personality come from?Â
2.5 What is the role of personality assessments in the workplace?Â
2.6 Your own personality and its impact in the workplaceÂ
3: Learning and developmentÂ
Introduction: Learning and developmentÂ
3.1 What is learning and why is it important?Â
3.2 How does learning happen?Â
3.3 The learning cycleÂ
3.4 Learning stylesÂ
3.5 Learning within organisationsÂ
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4: Motivation in the workplaceÂ
Introduction: Motivation in the workplaceÂ
4.1 What does motivation mean?Â
4.2 What is the difference between intrinsic and extrinsic motivation?Â
4.3 What motivates people?Â
4.4 How are people motivated?Â
4.5 Applying motivation theory to the workplaceÂ
Mini-Sim: MotivationÂ
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5: Working in groups and teamsÂ
Introduction: Working in groups and teamsÂ
5.1 First things first: what is a group?Â
5.2 The stages of group developmentÂ
5.3 Social identity theory and group development
5.4 What makes a team?Â
5.5 The roles people play within teams
5.6 What are the advantages and disadvantages of working in groups and teams?Â
5.7 What other types of teams exist in organisations?
5.8 Working with others during your studiesÂ
Mini-Sim: TeamsÂ
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6: Perception and communicationÂ
Introduction: Perception and communicationÂ
6.1 What is perception?Â
6.2 What factors influence an individual's perception?Â
6.3 Perception and the workplaceÂ
6.4 What is communication?Â
6.5 Common problems within the communication processÂ
6.6 Questioning and listening skillsÂ
6.7 Cultural differences in communicationÂ
Mini-Sim: CommunicationÂ
7: Leadership and management in organisationsÂ
Introduction: Leadership and management in organisationsÂ
7.1 What is leadership and what is management?Â
7.2 Leadership and powerÂ
7.3 Theories of leadershipÂ
7.4 Diversity in leadershipÂ
7.5 Can leadership be developed?Â
Mini-Sim: LeadershipÂ
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8: Organisational structureÂ
Introduction: Organisational structureÂ
8.1 What elements make up an organisational structure?Â
8.2 Classical thinking about structuring organisationsÂ
8.3 What are the benefits and limitations of bureaucracy?Â
8.4 The principles of post-bureaucracyÂ
8.5 What are the benefits of post-bureaucracy?Â
8.6 So what next? The contingency approach to structuring organisationsÂ
Mini-Sim: Organisational structureÂ
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9: Organisational cultureÂ
9.1 What is organisational culture?Â
9.2 Schein's model of cultureÂ
9.3 How do organisational cultures develop?Â
9.4 How is culture passed on to new employees?Â
9.5 What types of culture exist?Â
9.6 The link between culture and performanceÂ
9.7 What about national culture?Â
9.8 How organisations need to adapt their culture to fit national culturesÂ
Mini-Sim: Organisational cultureÂ
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10: Organisations and changeÂ
10.1 What drives organisations to change?Â
10.2 What domains of change do these drivers trigger?Â
10.3 Why do change initiatives fail?Â
10.4 How can we make change happen?Â
10.5 Can we always control change?Â
10.6 How can resistance be dealt with?Â
10.7 The way we choose to manage change and deal with resistance – what does this tell us about what kind of a manager we are?Â
Mini-Sim: ChangeÂ
Jane Southall, BA, PGCE, SFHEA: Following a career in training and development with blue chip management consultancies, Jane Southall moved into teaching Organisational Behaviour and HRM at Kingston College and Kingston University. Jane is a Senior Fellow of the Higher Education Academy.
Selen Kars-Unluoglu, BA, MBA, PhD is Senior Lecturer in Organisation Studies in the Bristol Business School at the University of the West England. She has extensive teaching experience on all academic levels and executive teaching inside and outside the UK. She is also a Senior Fellow of Higher Education Academy.
Crystal Han-Huei Tsay, BA, MSc, PhD, PGHE, MCIPD is an Associate Professor of Management (Teaching & Education) at the University of Greenwich. She teaches a variety of modules related to Organisational Behaviour, Human Resource Management, and Cross-cultural Management at all academic levels. Currently, Crystal leads on teaching enhancement projects at the University of Greenwich.Â
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