Managing People, Influencing Behavior |
From inside the book
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Page 44
... example , the manager's behavior will decrease the probability . Manager : How do you feel about our treat- ment of the bad debt reserve , Joan ? Subordinate : I don't think we've allocated enough reserves here . We've averaged 25 ...
... example , the manager's behavior will decrease the probability . Manager : How do you feel about our treat- ment of the bad debt reserve , Joan ? Subordinate : I don't think we've allocated enough reserves here . We've averaged 25 ...
Page 102
... example , consider the following case : A large Eastern company took over a small family - owned Midwestern company . The large organization tried to show its faith in the small company by promoting the vice president of purchasing for ...
... example , consider the following case : A large Eastern company took over a small family - owned Midwestern company . The large organization tried to show its faith in the small company by promoting the vice president of purchasing for ...
Page 127
... example of what you mean ? " Let us first recognize the question for what it is , a dis- agreement with the manager's criticism . In the above example , the manager reinforced disagreement . What he was really attempt- ing to reinforce ...
... example of what you mean ? " Let us first recognize the question for what it is , a dis- agreement with the manager's criticism . In the above example , the manager reinforced disagreement . What he was really attempt- ing to reinforce ...
Contents
Managing people | 1 |
classical learning I | 8 |
classical learning II | 25 |
Copyright | |
8 other sections not shown
Common terms and phrases
ager aggressive attention aver aversive stimuli avoidance behavior behav behavior patterns cause cern chief executive officer classical Classical conditioning Consider the following criticism decisive decrease diagnose dinate discuss dislike effective elicit emotionally example extinction extinguish feedback feel firing incompetent focus forcer frequently give goal havior hurt impact important increased the probability indecisive individual influence inforcers intense aversive inter interac interactions interview involve ment mistakes nate ordinate organization pair the verbal performance review person plant manager position present principles problems profits Psychol punished 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
References to this book
Developing Management Skills for Europe David Allred Whetten,Kim S. Cameron,Mike Woods No preview available - 2000 |