End-of-chapter work in an organizational behaviour course is deceptively hard to check. Organizational Behaviour: Concepts, Controversies, Applications, 8th Canadian Edition by Langton closes each chapter with case incidents, experiential exercises and applied questions whose answers are arguments rather than numbers, so a student who has written three paragraphs has no way of knowing whether the reasoning is sound or merely fluent. The one genuinely quantitative model in the book, job design scoring, is also the one most often computed the wrong way.
Why this solution manual helps
A worked solution is useful for the structure it exposes, not for the conclusion it reaches. Each answer here is developed the way the course expects: the concept is named first, then applied to the specific facts of the case, then tested against the alternative explanation a marker would raise. Laying your own attempt beside that shows whether you actually applied a framework or simply described the situation in the framework’s vocabulary, which is the most common reason otherwise sensible answers lose marks.
What’s inside
- Written solutions to the end-of-chapter case incidents, applied questions and experiential exercises in the eighth Canadian edition.
- Reasoning developed step by step, with the concept identified before it is applied to the facts.
- Full working shown for the quantitative material, including job design scoring.
- Model responses to the discussion and ethical dilemma features, where the justification carries the marks.
- One organized PDF, downloadable the moment checkout completes.
Topics covered
- Individual behaviour — personality, values, perception and attribution in workplace judgments.
- Motivation theory and practice — needs, expectancy, equity, goal setting and the job characteristics model.
- Emotions and attitudes — emotional labour, job satisfaction and organizational commitment.
- Groups and teamwork — roles, norms, cohesion, decision making in groups and social loafing.
- Communication — channels, barriers and communication in Canadian and cross-cultural workplaces.
- Power, politics and conflict — influence tactics, negotiation and the conflict handling styles.
- Leadership — behavioural, contingency, transformational and contemporary approaches.
- Decision making and creativity — rational, bounded and intuitive models, and common biases.
- Organizational culture and change — culture formation, socialization, resistance and change models.
Who it’s for
Students taking organizational behaviour from the eighth Canadian edition — undergraduate business and commerce students working weekly case assignments, and diploma students who need to check their reasoning on applied questions before submitting.
How to use it (the right way)
Write your full answer before you open the solution, then compare structure before conclusion: whether you named the concept, whether you used the facts of the case rather than generic examples, and whether you addressed the obvious counter-argument. This is a study aid. Use it in line with your institution’s academic-integrity policy — to check and understand your own attempts, never to copy into submitted work or as a substitute for doing the coursework.
Sample worked solution (shows the format — your download contains the full set)
Problem. A case describes an assembly role rated on seven-point scales as follows: skill variety 3, task identity 2, task significance 6, autonomy 6 and feedback 2. Compute the motivating potential score and identify the redesign that would raise it most.
- Step 1. Apply the model: the score is the average of skill variety, task identity and task significance, multiplied by autonomy, multiplied by feedback.
- Step 2. Average the first three dimensions: 3 plus 2 plus 6 is 11, divided by 3, which is about 3.67.
- Step 3. Multiply through: 3.67 times 6 times 2 gives a motivating potential score of about 44.
- Step 4. Test the redesigns. Raising feedback from 2 to 5 gives 3.67 times 6 times 5, or about 110. Raising skill variety from 3 to 6 gives 4.67 times 6 times 2, or about 56.
Answer: the score is roughly 44, and feedback is the binding constraint — improving it more than doubles the result, while an equally large gain in skill variety produces far less. The reason is structural: autonomy and feedback enter as multipliers, so a low value in either caps the whole score, whereas the first three dimensions are averaged and partly compensate for one another. The usual error is to average all five dimensions, which hides that asymmetry and points the redesign at the wrong variable.
Edition & format
- Matches: Organizational Behaviour: Concepts, Controversies, Applications, 8th Canadian Edition, by Langton (ISBN 9780134882451).
- Format: Digital PDF, delivered instantly after checkout.
- Access: Lifetime — re-download from your account whenever you need it.
Cases and end-of-chapter numbering change between Canadian editions of this text. Please confirm the edition and ISBN above match the book your course assigned before you buy.
Frequently asked questions
Which edition does this cover? The eighth Canadian edition, ISBN 9780134882451. Other editions replace several cases and renumber the questions, so their solutions are listed separately.
How do I receive it? As an immediate download when checkout completes, with the file kept in your account for repeat access.
Is the reasoning shown, or only conclusions? The reasoning is shown. Each answer names the concept, applies it to the facts of the case, and addresses the alternative reading a marker would expect you to handle.
Is using a solution manual allowed? As a self-checking aid it is an ordinary study resource. Follow your institution’s academic-integrity policy, and never submit a worked solution as your own work.
More titles for this course are listed in Management Test Banks.
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