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Test bank for Organizational Behaviour Concepts Controversies Applications 8th Canadian Edition by Nancy Langton

Test bank for Organizational Behaviour Concepts Controversies Applications 8th Canadian Edition by Nancy Langton

Note: You are purchasing a standalone product; MyLab Management does not come packaged with this content. Students, if interested in purchasing this title with MyLab Management, ask your instructor for the correct package ISBN and Course ID. Instructors, contact your Pearson representative for more information.
Organizational Behaviour, the Eighth Canadian edition, is truly a Canadian product. While it draws upon the strongest aspects of its American cousin, it expresses its own vision and voice. It provides the context for understanding organizational behavior (OB) in the Canadian workplace and highlights the many Canadian contributions to the field. The subject matter reflects the broad multicultural flavor of Canada and also highlights the roles of women and visible minorities in the workplace. Examples reflect the broad range of organizations in Canada: large, small, public and private sector, unionized and non-unionized.
If you would like to purchase both the physical text and MyLab Management, search for 0134860802 / 9780134860800 Organizational Behaviour: Concepts, Controversies, Applications, Eighth Canadian Edition Plus NEW MyManagementLab with Pearson eText — Access Card Package, 8/e   Package consists of 0134645855 / 9780134645858 Organizational Behaviour: Concepts, Controversies, Applications, Eighth Canadian Edition, 8/e 0134882458 / 9780134882451 MyManagement with Pearson eText — Standalone Access Card — for Organizational Behaviour: Concepts, Controversies, Applications, Eighth Canadian Edition, 8/e

Table of Contents

Organizational Behaviour Concepts, Controversies, Applications
Organizational Behaviour Concepts, Controversies, Applications
Brief Contents
Contents
Preface
Key Changes to the Eighth Canadian Edition
Chapter-by-Chapter Changes
Pedagogical Features
Supplements
About the Authors
Education
Professional Experience
Other Interests
Education
Professional Experience
Other Interests
1 What Is Organizational Behaviour?
Learning Outcomes
Introduction: What Is Organizational Behaviour?
The Importance of Interpersonal Skills
Defining Organizational Behaviour
What Do We Mean by Organization?
OB Is for Everyone
Complementing Intuition with Systematic Study
Big Data
Disciplines That Contribute to the OB Field
The Building Blocks of OB
Psychology
Social Psychology
Sociology
Anthropology
The Rigour of OB
OB Has Few Absolutes
OB Takes a Contingency Approach
Challenges and Opportunities in the Canadian Workplace
Economic Pressures
Continuing Globalization
Understanding Workforce Diversity
Customer Service
People Skills
Networked Organizations
Social Media
Enhancing Employee Well-Being at Work
Creating a Positive Work Environment
Ethical Behaviour
Coming Attractions: Developing an OB Model
An Overview
Inputs
Processes
Outcomes
Attitudes and Stress
Task Performance
Organizational Citizenship Behaviour
Withdrawal Behaviour
Group Cohesion
Group Functioning
Productivity
Survival
Summary
OB at Work
For Review
For Managers
For You
The Battle of the Texts
Point
Counterpoint
Breakout Group Exercises
Experiential Exercise
Managing the OB Way
Ethical Dilemma
There’s a Drone in Your Soup
Questions
From Concepts to Skills
Developing Interpersonal Skills
Practising Skills
Questions
Reinforcing Skills
2 Perception, Personality, and Emotions
Learning Outcomes
Introduction: Perception, Personality, and Emotions
Perception
Factors That Influence Perception
The Perceiver
The Target
The Situation
Perceptual Errors
Attribution Theory
Distinctiveness
Consensus
Consistency
How Attributions Get Distorted
Selective Perception
Halo Effect
Contrast Effects
Stereotyping
Why Do Perception and Judgment Matter?
Employment Interviews
Performance Expectations
Performance Evaluations
Personality
What Is Personality?
Defining Personality
Measuring Personality
Personality Determinants
Personality Traits
The Myers-Briggs Type Indicator
The Big Five Personality Model
Conscientiousness
Emotional Stability
Extraversion
Openness to Experience
Agreeableness
The Dark Triad
Machiavellianism
Narcissism
Psychopathy
Other Traits
Other Personality Attributes That Influence OB
Core Self-Evaluation
Self-Monitoring
Proactive Personality
Situation Strength Theory
Emotions
What Are Emotions and Moods?
Moral Emotions
Choosing Emotions: Emotional Labour
Why Should We Care About Emotions in the Workplace?
Emotional Intelligence
Negative Workplace Emotions
Emotion Regulation
Emotion Regulation Techniques
Perception
Attributions
Personality
Emotions
Summary
OB at Work
For Review
For Managers
For You
Sometimes Yelling Is for Everyone’s Good
Point
Counterpoint
Breakout Group Exercises
Experiential Exercise
Who Can Catch a Liar?
Ethical Dilemma
Happiness Coaches for Employees
Questions
From Concepts to Skills
Reading Emotions
Practising Skills
Reinforcing Skills
3 Values, Attitudes, and Diversity in the Workplace
Learning Outcomes
Introduction: Values, Attitudes, and Diversity in the Workplace
Values
Rokeach Value Survey
Hodgson’s General Moral Principles
Assessing Cultural Values
Hofstede’s Framework for Assessing Cultures
The GLOBE Framework for Assessing Cultures
Values in the Canadian Workplace
Generational Differences
Cultural Differences
Attitudes
Job Satisfaction
What Causes Job Satisfaction?
Job Conditions
Personality
Pay
Job Satisfaction and Productivity
Job Satisfaction and Organizational Citizenship Behaviour
Job Satisfaction and Customer Satisfaction
Life Satisfaction
How Employees Can Express Dissatisfaction
Counterproductive Work Behaviour (CWB)
Absenteeism
Turnover
Organizational Commitment
Job Involvement
Perceived Organizational Support
Employee Engagement
Managing Diversity in the Workplace
Effective Diversity Programs
Cultural Intelligence
Is Job Satisfaction a North American Concept?
Are Employees in Western Cultures More Satisfied with Their Jobs?
Is Diversity Managed Differently across Cultures?
Summary
OB at Work
For Review
For Managers
For You
Millennials Have Inflated Images of Themselves Compared to Their Parents
Point
Counterpoint
Breakout Group Exercises
Experiential Exercise
Feeling Excluded
Ethical Dilemma
Tell-All Websites
Questions
From Concepts to Skills
Changing Attitudes
Practising Skills
Questions
Reinforcing Skills
OB on the Edge Stress @ Work
Introduction: OB on the Edge: Stress @ Work
Are We Overstressed?
Jobs and Stress Levels
What Is Stress?
Causes of Stress
Consequences of Stress
Why Do Individuals Differ in Their Experiences of Stress?
How Do We Manage Stress?
Individual Approaches
Organizational Approaches
Research Exercises
Your Perspective
Want to Know More?
4 Theories of Motivation
Learning Outcomes
Introduction: Theories of Motivation
What Is Motivation?
Needs Theories of Motivation
Maslow’s Hierarchy of Needs Theory
Two-Factor Theory
McClelland’s Theory of Needs
Summarizing Needs Theories
Process Theories of Motivation
Expectancy Theory
Effort–Performance Relationship
Performance–Rewards Relationship
Rewards–Personal Goals Relationship
Expectancy Theory in the Workplace
The Importance of Providing Performance Feedback
Goal-Setting Theory
How Does Goal Setting Motivate?
Self-Efficacy Theory
Reinforcement Theory
Methods of Shaping Behaviour
Schedules of Reinforcement
Responses to the Reward System
Equity Theory
To Whom Do We Compare Ourselves?
What Happens When We Feel Treated Inequitably?
Fair Process and Treatment
Self-Determination Theory
Extrinsic vs. Intrinsic Rewards
Increasing Intrinsic Motivation
Motivation for Whom?
Job Engagement
Putting It All Together
Needs Theories
Goal-Setting Theory
Equity Theory and Fairness
Justice
Intrinsic and Extrinsic Motivation
Cross-Cultural Consistencies
Summary
OB at Work
For Review
For Managers
For You
Goals Get You to Where You Want to Be
Point
Counterpoint
Breakout Group Exercises
Experiential Exercise
Organizational Justice
Ethical Dilemma
The New GPA
Questions
From Concepts to Skills
Setting Goals
Practising Skills
Reinforcing Skills
5 Motivation in Action
Learning Outcomes
Introduction: Motivation in Action
From Theory to Practice: The Role of Money
Creating Effective Reward Systems
What to Pay: Establishing a Pay Structure
How to Pay: Rewarding Individuals through Variable-Pay Programs
Individual-Based Incentives
Piece-Rate Wages
Merit-Based Pay
Bonuses
Organizational-Based Incentives
Profit-Sharing Plans
Employee Stock Ownership Plans
Flexible Benefits: Developing a Benefits Package
Intrinsic Rewards: Employee Recognition Programs
Beware the Signals That Are Sent by Rewards
Motivating by Job Redesign
The Job Characteristics Model
Motivating Potential Score
Job Redesign in the Canadian Context: The Role of Unions
How Can Jobs Be Redesigned?
Job Rotation
Relational Job Design
Alternative Work Arrangements
Flextime
Job Sharing
Telecommuting
Employee Involvement and Participation
Examples of Employee Involvement Programs
Participative Management
Representative Participation
Linking Employee Involvement Programs and Motivation Theories
Motivation: Putting It All Together
Variable Pay
Flexible Benefits
Job Characteristics and Job Enrichment
Telecommuting
Employee Involvement
Summary
OB at Work
For Review
For Managers
For You
“Face-Time” Matters
Point
Counterpoint
Breakout Group Exercises
Experiential Exercise
Analyzing and Redesigning Jobs
Ethical Dilemma
Are CEOs Paid Too Much?
From Concepts to Skills
Designing Enriched Jobs
Practising Skills
Reinforcing Skills
6 Groups and Teamwork
Learning Outcomes
Introduction: Groups and Teamwork
Teams vs. Groups: What Is the Difference?
Why Have Teams Become So Popular?
Types of Teams
Problem-Solving Teams
Self-Managed Teams
Cross-Functional Teams
Virtual Teams
Multiteam Systems
From Individual to Team Member
Roles
Role Conflict
Role Ambiguity
Norms
The “How” and “Why” of Norms
Conformity
Positive Norms and Group Outcomes
Negative Norms and Group Outcomes
Stages of Group and Team Development
The Five-Stage Model
Putting the Five-Stage Model into Perspective
The Punctuated-Equilibrium Model
Phase 1
Phase 2
Applying the Punctuated-Equilibrium Model
Creating Effective Teams
Context
Adequate Resources
Leadership and Structure
Climate of Trust
Performance Evaluation and Rewards
Composition
Abilities of Members
Personality of Members
Allocation of Roles
Diversity of Members
Cultural Differences
Size of Teams
Members’ Preference for Teamwork
Team Processes
Common Plan and Purpose
Specific Goals
Team Efficacy
Team Identity
Team Cohesion
Mental Models
Conflict Levels
Social Loafing
Beware! Teams Are Not Always the Answer
Team Cultural Diversity and Team Performance
Group Cohesiveness
Summary
OB at Work
For Review
For Managers
For You
To Get the Most Out of Teams, Empower Them
Point
Counterpoint
Breakout Group Exercises
Experiential Exercise
The Paper Tower Exercise
Ethical Dilemma
Dealing with Shirkers
Questions
From Concepts to Skills
Conducting a Team Meeting
Practising Skills
Reinforcing Skills
OB on the Edge Trust
Introduction: OB on the Edge: Trust
What Is Trust?
What Determines Trust?
Basic Principles of Trust
What Can Leaders Do to Increase Trust?
Building Team Trust
The Need to Prevent Lying
Research Exercises
Your Perspective
Want to Know More?
7 Communication
Learning Outcomes
Introduction: Communication
The Communication Process
Choosing a Channel
Barriers to Effective Communication
Filtering
Selective Perception
Information Overload
Emotions
Language
Silence
Lying
Organizational Communication
Direction of Communication
Downward Communication
Upward Communication
Lateral Communication
Small-Group Networks
The Grapevine
Modes of Communication
Oral Communication
Meetings
Videoconferencing and Conference Calling
Telephone
Written Communication
Letters
PowerPoint
Email
Instant Messaging
Text Messaging
Social Media
Apps
Blogs
Others
Nonverbal Communication
Cultural Barriers to Communication
Cultural Context
A Cultural Guide
Summary
OB at Work
For Review
For Managers
For You
Employees’ Social Media Presence Should Matter to Managers
Point
Counterpoint
Breakout Group Exercises
Experiential Exercise
An Absence of Nonverbal Communication
Ethical Dilemma
BYOD
Questions
From Concepts to Skills
Effective Listening
Practising Skills
Reinforcing Skills
8 Power and Politics
Learning Outcomes
Introduction: Power and Politics
A Definition of Power
Bases of Power
Formal Power
Coercive Power
Reward Power
Legitimate Power
Personal Power
Expert Power
Referent Power
Which Bases of Power Are Most Effective?
Dependence: The Key to Power
The General Dependence Postulate
What Creates Dependence?
Importance
Scarcity
Nonsubstitutability
Influence Tactics
About Influence Tactics
Applying Influence Tactics
How Power Affects People
Power Variables
Harassment: Unequal Power in the Workplace
Workplace Bullying
Sexual Harassment
Empowerment: Giving Power to Employees
Definition of Empowerment
Politics: Power in Action
Definition of Political Behaviour
The Reality of Politics
Impression Management
The Ethics of Behaving Politically
Views on Empowerment
Preference for Influence Tactics
Summary
OB at Work
For Review
For Managers
For You
Everyone Wants Power
Point
Counterpoint
Breakout Group Exercises
Experiential Exercise
Comparing Influence Tactics
Ethical Dilemma
How Much Should You Defer to Those in Power?
Questions
From Concepts to Skills
Politicking
Practising Skills
Reinforcing Skills
9 Conflict and Negotiation
Learning Outcomes
Introduction: Conflict and Negotiation
Conflict Defined
Functional vs. Dysfunctional Conflict
Types of Conflict
Loci of Conflict
Sources of Conflict
Communication
Structure
Personal Variables
Conflict Resolution
Conflict Management Strategies Based on Dual Concern Theory
What Can Individuals Do to Manage Conflict?
Resolving Personality Conflicts
Conflict Outcomes
Negotiation
Bargaining Strategies
Distributive Bargaining
Integrative Bargaining
How to Negotiate
Developing a Strategy
Defining Ground Rules
Clarifying and Justifying
Bargaining and Problem Solving
Achieving Closure and Implementation
Individual Differences in Negotiation Effectiveness
Personality Traits in Negotiation
Moods/Emotions in Negotiation
Gender Differences in Negotiation
Negotiating in a Social Context
Third-Party Negotiations
Mediator
Arbitrator
Conciliator
Conflict Resolution and Culture
Cultural Differences in Negotiating Style
Culture, Negotiations, and Emotions
Summary
OB at Work
For Review
For Managers
For You
Pro Sports Strikes Are Caused by Greedy Owners
Point
Counterpoint
Breakout Group Exercises
Experiential Exercise
A Negotiation Role Play
Ethical Dilemma
The Lowball Applicant
Questions
From Concepts to Skills
Negotiating
Practising Skills
Reinforcing Skills
OB on the Edge Workplace Bullying
Introduction: OB on the Edge: Workplace Bullying
What Is Happening in Our Workplaces?
What Do We Know about Workplace Bullying?
Workplace Violence
What Causes Incivility (and Worse) in the Workplace?
The Psychological Contract
The Toxic Organization
What Are the Effects of Incivility and Toxicity in the Workplace?
Legislation to Prevent Bullying
Research Exercises
Your Perspective
Want to Know More?
10 Organizational Culture
Learning Outcomes
Introduction: Organizational Culture
What Is Organizational Culture?
Culture Is a Descriptive Term
Do Organizations Have Uniform Cultures?
Strong vs. Weak Cultures
Culture vs. Formalization
What Do Cultures Do?
Culture’s Functions
Culture Creates Climate
The Ethical Dimension of Culture
Culture and Sustainability
Culture and Innovation
Culture as a Liability
Institutionalization
Barriers to Change
Barriers to Diversity
Strengthening Dysfunctions
Barriers to Acquisitions and Mergers
Creating and Sustaining an Organization’s Culture
How a Culture Begins
Keeping a Culture Alive
Selection
Top Management
Socialization
The Prearrival Stage
The Encounter Stage
The Metamorphosis Stage
How Employees Learn Culture
Stories
Rituals
Material Symbols
Language
Changing Organizational Culture
Creating an Ethical Organizational Culture
Creating a Positive Organizational Culture
Building on Employee Strengths
Rewarding More Often Than Punishing
Emphasizing Vitality and Growth
Limits of Positive Culture
Summary
OB at Work
For Review
For Managers
For You
Organizations Should Strive to Create a Positive Organizational Culture
Point
Counterpoint
Breakout Group Exercises
Experiential Exercise
Greeting Newcomers
Design a Program
Questions
Ethical Dilemma
Culture of Deceit
Questions
From Concepts to Skills
How to “Read” an Organization’s Culture
Practising Skills
Reinforcing Skills
11 Leadership
Learning Outcomes
Introduction: Leadership
What Is Leadership?
Leadership as Supervision
Trait Theories: Are Leaders Different from Others?
Behavioural Theories: Do Leaders Behave in Particular Ways?
The Ohio State Studies
The Michigan Studies
Summary of Trait Theories and Behavioural Theories
Contingency Theories: Does the Situation Matter?
The Fiedler Contingency Model
Hersey and Blanchard’s Situational Leadership®
Path-Goal Theory
Inspirational Leadership
Charismatic Leadership
What Is Charismatic Leadership?
How Charismatic Leaders Influence Followers
The Dark Side of Charismatic Leadership
Transactional and Transformational Leadership
Full Range of Leadership Model
How Transformational Leadership Works
Transformational vs. Charismatic Leadership
Responsible Leadership
Authentic Leadership
Ethical Leadership
Servant Leadership
Mentoring
Challenges to Our Understanding of Leadership
Leadership as an Attribution
Substitutes for and Neutralizers of Leadership
Online Leadership
How to Lead
Servant Leadership
Summary
OB at Work
For Review
For Managers
For You
Heroes Are Made, Not Born
Point
Counterpoint
Breakout Group Exercises
Experiential Exercise
What Is Leadership?
Ethical Dilemma
Smoking Success
Questions
From Concepts to Skills
Practising to be Charismatic
Practising Skills
Reinforcing Skills
12 Decision Making, Creativity, and Ethics
Learning Outcomes
Introduction: Decision Making, Creativity, and Ethics
How Should Decisions Be Made?
The Rational Decision-Making Process
The Six-Step Rational Model
Assumptions of the Model
How Do Individuals Actually Make Decisions?
Bounded Rationality in Considering Alternatives
Intuition
Judgment Shortcuts
Overconfidence Bias
Anchoring Bias
Confirmation Bias
Availability Bias
Escalation of Commitment
Randomness Error
Risk Aversion
Hindsight Bias
Group Decision Making
Groups vs. the Individual
Strengths of Group Decision Making
Weaknesses of Group Decision Making
Effectiveness and Efficiency
Groupthink and Groupshift
Groupthink
Groupshift or Group Polarization
Group Decision-Making Techniques
Interacting Groups
Brainstorming
Nominal Group Technique
Creativity in Organizational Decision Making
Creative Behaviour
Causes of Creative Behaviour
Creative Potential
Intelligence and Creativity
Personality and Creativity
Expertise and Creativity
Ethics and Creativity
Creative Environment
Creative Outcomes (Innovation)
What About Ethics in Decision Making?
Four Ethical Decision Criteria
Making Ethical Decisions
Decision Making
Creativity
Ethics
Summary
OB at Work
For Review
For Managers
For You
People Are More Creative When They Work Alone
Point
Counterpoint
Breakout Group Exercises
Experiential Exercise
Wilderness Survival
Your Task
Group Task
Scoring Your Answers
Discussion Questions
Ethical Dilemma
Five Ethical Decisions: What Would You Do?
From Concepts to Skills
Solving Problems Creatively
Practising Skills
Reinforcing Skills
OB on the Edge Spirituality in the Workplace
Introduction: Spirituality in the Workplace
What Is Spirituality?
Why Spirituality Now?
Spirituality and Mindfulness
Characteristics of a Spiritual Organization
Benevolence
Strong Sense of Purpose
Trust and Respect
Humanistic Work Practices
Toleration of Employee Expression
Achieving a Spiritual Organization
Criticisms of Spirituality
Research Exercises
Your Perspective
Want to Know More?
13 Organizational Structure
Learning Outcomes
Introduction: Organizational Structure
What Is Organizational Structure?
Work Specialization
Departmentalization
Functional Departmentalization
Product Departmentalization
Geographical Departmentalization
Process Departmentalization
Customer Departmentalization
Chain of Command
Span of Control
Centralization and Decentralization
Formalization
Boundary Spanning
Common Organizational Designs
The Simple Structure
The Bureaucracy
Strengths of Bureaucracy
Weaknesses of Bureaucracy
The Functional Structure
The Divisional Structure
The Matrix Structure
Advantages of a Matrix Structure
Disadvantages of a Matrix Structure
Alternate Design Options
The Virtual Structure
The Team Structure
The Circular Structure
The Leaner Organization: Downsizing
Why Do Structures Differ?
Organizational Strategies
Innovation Strategy
Cost-Minimization Strategy
Imitation Strategy
Organizational Size
Technology
Variations in Technology
Environment
Institutions
Organizational Designs and Employee Behaviour
Culture and Organizational Structure
Culture and Employee Structure Preferences
Culture and the Impact of Downsizing
Summary
OB at Work
For Review
For Managers
For You
The End of Management
Point
Counterpoint
Breakout Group Exercises
Experiential Exercise
The Sandwich Shop
A simple structure
A bureaucracy
A virtual structure
Debriefing
Ethical Dilemma
Post-Millennium Tensions in the Flexible Organization
Questions
From Concepts to Skills
Delegating Authority
Practising Skills
Reinforcing Skills
14 Organizational Change
Learning Outcomes
Introduction: Organizational Change
Forces for Change
Opportunities for Change
Change Agents
Approaches to Managing Change
Lewin’s Three-Step Model
Kotter’s Eight-Step Plan for Implementing Change
Action Research
Appreciative Inquiry
Resistance to Change
Individual Resistance
Organizational Resistance
Overcoming Resistance to Change
The Politics of Change
Creating a Culture for Change
Managing Paradox
Stimulating a Culture of Innovation
Definition of Innovation
Sources of Innovation
Idea Champions and Innovation
Creating a Learning Organization
What Is a Learning Organization?
Managing Learning
Summary
OB at Work
For Review
For Managers
For You
Organizational Change Is Like Sailing Calm Waters
Point
Counterpoint
Breakout Group Exercises
Experiential Exercise
Strategizing Change
The Situation
The Procedure
Ethical Dilemma
Changes at the Television Station
Questions
From Concepts to Skills
Carrying Out Organizational Change
Practising Skills
Reinforcing Skills
Additional Cases
Case 1: The Personality Problem
Learning Goals
Major Topic Areas
The Scenario
Discussion Questions
Case 2: The Path to Fraud
Learning Goals
Major Topic Areas
The Scenario
Discussion Questions
Case 3: Auditing, Attitudes, and Absenteeism
Learning Goals
Major Topic Areas
The Scenario
Discussion Questions
Case 4: Bad Faith Bargaining? Government Power and Negotiations with the Public Service
Learning Goals
Major Topic Areas
The Scenario
Discussion Questions
Case 5: Gender-Based Harassment among the Royal Canadian Mounted Police
Learning Goals
Major Topic Areas
The Scenario
Discussion Questions
Case 6: Disability Accommodations and Promotions at Bunco
Learning Goals
Major Topic Areas
The Scenario
Accommodation Implemented: The First Few Years
The Accounting Manager Role
Discussion Questions
Case 7: Promotion from Within
Learning Goals
Major Topic Areas
The Scenario
Discussion Questions
Case 8: Repairing Jobs That Fail to Satisfy
Learning Goals
Major Topic Areas
The Scenario
The Problem
The Proposed Solution
Discussion Questions
Case 9: Virtual Organizations
Learning Goals
Major Topic Areas
The Scenario
The Work Culture
The Virtual Environment
Discussion Questions
Case 10: Trouble at City Zoo
Learning Goals
Major Topic Areas
The Scenario
Background
The Ministry of Natural Resources Inquiries
The 2013 Inquiry
The 2016 Inquiry
Zoo Management
Board of Directors
Executive Director
Chief Operating Officer
Caring for the Animals
The Veterinarians
Dr. Tim Bernardino
Dr. Wynona Singh
The Curators and Zookeepers
Randi Walker
The Biological Program Committee
Shockwaves at the Zoo
Head Veterinarian Fired
A Settlement and Resignations at the Top
The Findings of the Citizens’ Task Force
Employee Survey
The Politics of Zookeeping
Other Issues Raised by the Task Force
A New Executive Director Takes Over
Discussion Questions
Glossary
Subject Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
R
S
T
U
V
W
Y
Z
Name and Organization Index
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X
Y
Z
List of Canadian Companies
Alberta
British Columbia
Manitoba
New Brunswick
Northwest Territories
Nova Scotia
Ontario
Prince Edward Island
Quebec
Saskatchewan
Yukon
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Test bank for Organizational Behaviour Concepts Controversies Applications 8th Canadian Edition by Nancy Langton