Managing People, Influencing Behavior |
From inside the book
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Page 35
... response pattern with aversive stimuli : Anyone smoking in this area will be subject to a three - day suspension . Anyone not wearing safety goggles on the plant floor will be terminated immediately . Failure to yield the right - of ...
... response pattern with aversive stimuli : Anyone smoking in this area will be subject to a three - day suspension . Anyone not wearing safety goggles on the plant floor will be terminated immediately . Failure to yield the right - of ...
Page 105
... response patterns because they have frequently been reinforced in his ex- perience ; an indecisive person is far less likely to have such response patterns be- cause in his experience they have been fol- lowed by aversive stimuli . To ...
... response patterns because they have frequently been reinforced in his ex- perience ; an indecisive person is far less likely to have such response patterns be- cause in his experience they have been fol- lowed by aversive stimuli . To ...
Page 157
... response patterns , 90-91 Response , 26 decreased probability of , 35-40 decreasing probability of , 26-29 controlled by aversive stimulus , 29-33 followed by aversive stimulus , 64-69 followed by intense aversive stimuli , 65-67 ...
... response patterns , 90-91 Response , 26 decreased probability of , 35-40 decreasing probability of , 26-29 controlled by aversive stimulus , 29-33 followed by aversive stimulus , 64-69 followed by intense aversive stimuli , 65-67 ...
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 |