Ch2 notes.docx

7 Pages
Unlock Document

University of Toronto Scarborough
Management (MGH)
Xuefeng Liu

Ch2 notes- personality and learning Personality - The relatively stable set of psychological characteristics that influences the way an individual interacts with his or her environment - An individual’s personality summarizes his or her personal style of dealing with the world Personality and organizational behavior Dispositional approach  focuses on individual disposition and personality  individuals are predisposed to behave in certain ways Situational approach  characteristics of the organizational setting, such as rewards and punishment, influence people’s feelings, attitudes, and behavior  example job satisfaction are determined by situation factors such as the characteristic of work tasks Interactionist approach/ interactionism  organizational behavior is a function of both dispositions and the situation  to predict and understand organizational behavior, one must know something about an individual’s personality and the setting in which he or she works  this is now the most widely accepted perspective within OB - a key concept is fit: putting the right person in the right job and exposing different employees to different management styles The five-factor model of personality (Big Five) Extraversion  the extent to which a person is outgoing versus shy  high extraverts enjoy social situations, while those low on this dimension (introverts) avoids them  extraversion is especially important for jobs that require a lot of interpersonal interaction (sales and management) Emotional stability/ Neuroticism  the degree to which a person has appropriate emotional control  people with high emotional stability are self-confident and have high self-esteem  person who score high on emotional stability are likely to have more effective interactions with co-workers and customers because they tend to be more calm and secure Agreeableness  the extent to which a person is friendly and approachable  more agreeable people are warm, considerate, friendly, cooperative and eager to help others  it is most likely to contribute to job performance in jobs that require interaction and involve helping, cooperating, and nurturing others, as well as in jobs that involve teamwork and cooperation Conscientiousness  the degree to which a person is responsible and achievement-oriented  more conscientious people are dependable and positively motivated  people who are high on conscientiousness are likely to perform well on most jobs given their tendency towards hard work and achievement Openness to experience  the extent to which a person thinks flexibly and is receptive to new ideas  more open people tend toward creativity and innovation  they are likely to do well in jobs that involve learning and creativity - there is evidence that each of the Big Five is related to job performance, other work behavior, work motivation, job satisfaction, job search and career success More specific characteristic that influence organizational behavior Locus of control  a set of beliefs about whether one’s behavior is controlled mainly by internal or external forces  this variable refers to individuals’belief about the location of the factors that control their behavior  externals see the world as an unpredictable, chancy place in which luck, fate, or powerful people control their destinies  internals tend to see stronger links between effort and performance level that they achieve  they are more likely to be aware of and to take advantage of information that will enable them to perform effectively  people who are high on internal control are more satisfied with their jobs, earn more money, and achieve higher organizational positions  they seem to perceive less stress and engage in more careful career planning Self-monitoring  the extent to which people observe and regulate how they appear and behave in social settings and relationships  high self-monitors are those who take great care to observe and control the images that they project  somewhat like actors  they tend to show concern for socially appropriate behavior, to tune in to social and interpersonal cues, and to regulate their behavior and self-presentation according to these cues  high self-monitors tend to gravitate toward jobs that require a degree of role-playing and the exercise of their self-presentation skills (sales, law, public relation)  managers are more likely to have high self-monitoring skills  ability to adapt one’s behavior in social situations and manage others’impression on them might be a career advantage  though, high self-monitoring types would seem to be weak innovators and would have difficulty resisting social pressure Self-Esteem  the degree to which a person has a positive self-evaluation  people with high self-esteem have favorable self-images  behavioral plasticity theory people with low self-esteem tend to be more susceptible to external and social influences than those who have high self- esteem  they are likely to look to others for information and confirmation  to boost self-esteem, organization should give employee chances to participate in decision making and interesting work Recent development in personality and organizational behavior Positive and negative affectivity  positive/ negative affectivity  propensity to view the world, including oneself and other people, in a positive/ negative light Proactive personality  Proactive behavior taking initiative to improve current circumstances or creating new ones  Proactive personality a stable personal disposition that reflects a tendency to take person initiative across a range or activities and situations and to effect positive change in one’s
More Less

Related notes for MGHB02H3

Log In


Don't have an account?

Join OneClass

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

Sign up

Join to view


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.