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40 modules across five units. Each module runs concept → constructs → evidence → alternatives → your decision → knowledge check.
8 modules shown
Personality — Traits, Locus of Control and Self-Efficacy
Unit II — Individual Behaviour
Personality refers to relatively stable patterns of thinking, feeling and behaving that shape how employees respond to work demands. Constructs such as locus of control, self-efficacy, proactive personality and core self-evaluation help managers anticipate how a person is likely to handle autonomy, ambiguity and setbacks. These are probabilistic tendencies, not fixed destinies, and should inform coaching and job design as much as selection.
MBTI and Work Styles
Unit II — Individual Behaviour
The Myers-Briggs Type Indicator (MBTI) describes preferences along four dichotomies — Extraversion-Introversion, Sensing-Intuition, Thinking-Feeling and Judging-Perceiving — that reflect how individuals prefer to gather energy, process information, decide and organize their work. It is a reflective, self-awareness and team-dialogue tool, not a validated predictor of job performance, and must never be used for hiring, promotion or high-stakes selection decisions.
Big Five Personality Traits and Role Fit
Unit II — Individual Behaviour
The Big Five (OCEAN) model — openness, conscientiousness, extraversion, agreeableness and emotional stability — is the most empirically validated personality framework in OB, with meta-analyses linking conscientiousness broadly to job performance and other traits to specific role demands. Managers can use Big Five profiles as one input into role-fit conversations, always alongside skills, motivation and situational factors, rather than as a sole gatekeeper.
Perception, Attribution and Bias
Unit II — Individual Behaviour
Perception is the process by which individuals select, organize and interpret information to make sense of their environment, and it strongly shapes managerial judgments about performance and blame. Attribution theory explains how people assign causes to behaviour (internal/dispositional vs external/situational), while biases such as the fundamental attribution error, halo effect and stereotyping can systematically distort these judgments, especially under time pressure or ambiguity.
Attitudes, Job Satisfaction and Commitment
Unit II — Individual Behaviour
Work attitudes consist of cognitive (beliefs), affective (feelings) and behavioural (intended action) components, and job satisfaction, organizational commitment and engagement are related but distinct attitudinal constructs. Satisfaction with one facet of a job (like pay) does not guarantee overall commitment or low turnover intention, since commitment is shaped more by perceived fairness, growth, identity and relational factors than by pay alone.
Emotions and Emotional Intelligence at Work
Unit II — Individual Behaviour
Emotions are short-lived, intense affective reactions to specific events, while emotional intelligence (EI) is the capacity to recognize, understand, regulate and use emotions effectively in oneself and others. Managers with higher EI tend to navigate workforce distress, conflict and change more effectively because they can read emotional cues accurately and respond with calibrated, empathetic action rather than suppression or overreaction.
Learning and Reinforcement
Unit II — Individual Behaviour
Learning theories explain how behaviour is acquired and changed through experience: classical conditioning links stimuli to automatic responses, operant conditioning shapes behaviour through reinforcement and punishment, and social learning theory (Bandura) shows that people also learn by observing and modelling others, especially credible role models, while building self-efficacy through mastery experiences.
Decision Making: Rationality, Bias and Heuristics
Unit II — Individual Behaviour
Decision-making models range from the fully rational model, which assumes complete information and optimization, to bounded rationality, where managers satisfice under time, cognitive and information constraints, to intuitive decision-making based on pattern recognition from experience. Heuristics speed up decisions but can introduce systematic biases (anchoring, availability, confirmation bias, escalation of commitment), which are especially risky in high-stakes capital decisions.