Textbook Notes (369,133)
Canada (162,403)
Commerce (1,696)
B A B A (9)
Chapter 2

2BA3-Chapter2.docx

6 Pages
41 Views

Department
Commerce
Course Code
COMMERCE 1BA3
Professor
B A B A

This preview shows pages 1 and half of page 2. Sign up to view the full 6 pages of the document.
Description
Comm 2BA3 Chapter 2: Personality and Learning - Learning is a critical requirement for effective organizational behaviour - Employee learning must be continuous and life-long What is personality? Personality: The relatively stable set of psychological characteristics that influences the way an individual interacts with his or her environment - Personality summarizes personal style of dealing with the world - Consists of a number of dimensions and traits that are determined in a complex way be genetic predisposition and by one’s long-term learning history - Susceptible to change through adult learning experiences The Five-Factor Model of Personality Extraversion Sociable, Talkative vs. Withdrawn, Shy - Outgoing vs. Shy - Tend to be sociable, outgoing, energetic, joyful, and assertive - Important in sales and management Emotional stability/Neuroticism Stable, Confident vs. Depressed, Anxious - Has appropriate emotional control - High  self-confident and have high self-esteem - Low self-doubt and depression Agreeableness Tolerant, Cooperative vs. Cold, Rude - Friendly and approachable - Most likely to contribute to job performance in jobs that require interaction, teamwork, and cooperation Consciousness Dependable, Responsible vs. Careless, Impulsive - Person is responsible and achievement oriented - Dependable and positively motivated - Likely to perform well on most jobs given their tendency towards hard work and achievement Openness to Experience Curious, Original vs. Dull Unimaginative - Thinks flexible and is receptive to new ideas - Creative and innovative - Likely to do well in jobs that involve learning and creativity - Intellectual, curious, and imaginative - 5 type dimensions are relatively independent - You can be higher or lower in any combination of dimensions - Traits have a genetic basis - Research has linked the “Big 5” to organizational behaviour  Related to job performance  Work behaviours  Work motivation and job satisfaction  Job search and career success  Job satisfaction Locus of control: A set of beliefs about whether one’s behaviour is controlled mainly by internal or external forces Self-monitoring: The extent to which people observe and regulate how they appear and behave in social settings and relationships Self-esteem: The degree to which a person has a positive self-evaluation Behavioural plasticity theory: People with low self-esteem tend to be more susceptible to external and social influences than those who have high self-esteem Positive Affectivity: Propensity to view the world, including oneself and other people, in a positive light Negative Affectivity: Propensity to view the world, including oneself and other people, in a negative light Proactive behaviour: Taking initiative to improve current circumstances or creating new ones Proactive personality: A stable personal disposition that reflects a tendency to take personal initiative across a range of activities and situations and to effect positive change in one’s environment General self-efficacy: A general trait that refers to an individual’s belief in his or her ability to perform successfully in a variety of challenging situations Core self-evaluations: A broad personality concept that consists of more specific traits that reflect the evaluations people hold about themselves and their self-worth Learning: A relatively permanent change in behaviour potential that occurs due to practice or experience Practical Skills - Job-specific skills, knowledge, and technical competence Intrapersonal Skills - Problem solving, critical thinking, learning about alternative work processes, and risk taking Interpersonal Skills - Interactive skills such as communicating, teamwork, and conflict resolution Cultural Awareness - Learning the social norms of organizations and understanding company goals, business operations, and company expectations of their organizations to function as effective communication for success Operant learning: In the 1930s, B.F Skinner studied learning by which the subject learns to operate on the environment to achieve certain consequences Reinforcement: The process by which stimuli strengthen behaviours Positive Reinforcement: The application or addition of a stimulus that increases or maintains the probability of some behaviour Negative Reinforcement: The removal of a stimulus that in turn increases or maintains the probability of some behaviour Organizational Errors Involving Reinforcement Confusing Rewards with Reinforc
More Less
Unlock Document

Only pages 1 and half of page 2 are available for preview. Some parts have been intentionally blurred.

Unlock Document
You're Reading a Preview

Unlock to view full version

Unlock Document

Log In


OR

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


OR

By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.


Submit