Managing people, influencing behavior

ager aggressive attention aver aversive stimuli avoidance behavior behav behavior patterns cause Chasen's chief executive officer classical Classical conditioning Consider the following criticism decisive decrease diagnose dinate discuss dislike effective elicit emotionally example extinction extinguish feedback feel focus forcer frequendy frequently give goal havior hurt impact important increased the probability indecisive individual influence inforcers intense aversive inter interac interactions interview litde manager's ment mistakes nate ordinate organization pair the verbal performance review person plant manager position present principles problems profits punished quendy question rein reinforcers and aversive reinforcing or aversive response patterns result sales call sales manager salesman situation sive stimuli someone speaker sponse stim stimu stop the aversive strong inflection strong reinforcer subor subordinate subordinate's behavior talk tell things tion tive tone of voice verbal equivalent vice president viewee wife