Organisational Behaviour (Pack - includes Connect)

Steven L. McShane is Conjoint Professor at Newcastle Business School, University of  Newcastle (Australia). He previously held the positions of Adjunct Professor at Gustavson School of Business, University of Victoria (Canada), Professor at Simon Fraser University’s Faculty of Business Administration (Canada), and Winthrop Professor of Management at the University of Western Australia Graduate School of Management and Business School. He currently teaches organizational behavior in the IMBA program at the Antai College of Economics and Management at Shanghai Jiao Tong University in Shanghai, China. Steve has received awards for his teaching quality and innovation, and receives high ratings from students in Perth, Shanghai, Singapore, Manila, and other cities where he has taught. He is also a popular visiting speaker, having given dozens of invited talks and seminars to faculty and students in the United States, China, Canada, Malaysia, India, and other countries. Steve earned his PhD from Michigan State University, where he specialized in organizational behavior and labor relations. He also holds a Master’s of Industrial Relations from the University of Toronto and an undergraduate degree from Queen’s University in Canada. Steve is a past president of the Administrative Sciences Association of Canada (the Canadian equivalent of the Academy of Management) and served as Director of Graduate Programs in Simon Fraser University’s business faculty. He has conducted executive programs with Nokia, TÜV-SÜD, Wesfarmers Group, Main Roads WA, McGraw-Hill, ALCOA World Alumina Australia, and many other organizations.  Along with coauthoring Organizational Behavior, Ninth Edition, Steve is lead coauthor of Canadian Organizational Behaviour, Tenth Edition (2018), Organisational Behaviour: Asia Pacific, Sixth Edition (2019), and M: Organizational Behavior, Fourth Edition (2019). He is also coauthor of editions or translations of his organizational behavior books in other countries. Steve has published several dozen articles and conference papers on workplace values, training transfer, organizational learning, exit–voice–loyalty, employee socialization, wrongful dismissal, media bias in business magazines, and other diverse topics. Steve enjoys spending his leisure time hiking, swimming, body board surfing, canoeing, skiing, and traveling with his wife and two daughters. Mara Olekalns Mara Olekalns is an expert in the fields of negotiation and conflict resolution. Her research focuses on communication processes in negotiation. She is interested in how the timing and sequencing of negotiation strategies affects negotiators’ outcomes, particularly their ability to create value in the negotiation; and als in identifying the contextual, cognitive and dispositional factors that shape strategy choice and sequencing. More recently, she investigated the impact of first impressions and turning points on trust in negotiation. In addition to her role at MBS, Mara has been a Visiting Research Scholar at Kellogg Graduate School of Management’s Dispute Resolution Research Centre. She has held lecturing positions at the University of Melbourne and University of Otago, as well as a range of management positions in the Australian Public Service. She also has considerable experience as a presenter on executive development programs. Mara has published in leading international management, psychology and communication journals, and has presented her work extensively at international conferences. She was a board member of the International Association of Conflict Management and is on the Editorial Board of the International Journal of Conflict Management.

PART 1 Introduction 
Chapter 1 Introduction to the field of organisational behaviour 

PART 2 Individual behaviour and processes 
Chapter 2 Individual behaviour, personality and values 
Chapter 3 Perceiving ourselves and others in organisations 
Chapter 4 Workplace emotions, attitudes and stress 
Chapter 5 Foundations of employee motivation 
Chapter 6 Applied performance practices 
Chapter 7 Decision making and creativity 

PART 3 Team processes 
Chapter 8 Team dynamics 
Chapter 9 Communicating in teams and organisations 
Chapter 10 Power and influence in the workplace 
Chapter 11 Conflict and negotiation in the workplace 
Chapter 12 Leadership in organisational settings 

PART 4 Organisational processes 
Chapter 13 Designing organisational structures 
Chapter 14 Organisational culture 
Chapter 15 Organisational change