Managing People, Influencing Behavior |
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Page 68
... Paul Smith with harsh questioning . Married people may re- late to more homespun examples : Wife : Darling , we'll go to dinner anywhere you'd like . Husband : Well , why don't we go to Chasen's 68 Managing people : influencing behavior.
... Paul Smith with harsh questioning . Married people may re- late to more homespun examples : Wife : Darling , we'll go to dinner anywhere you'd like . Husband : Well , why don't we go to Chasen's 68 Managing people : influencing behavior.
Page 69
David Wilson Thompson. Husband : Well , why don't we go to Chasen's . Wife : Why would you want to go there ? Husband : I may not be home Saturday morning ; I told Joe I'd play golf with him . Wife : Why didn't you tell me sooner ? In ...
David Wilson Thompson. Husband : Well , why don't we go to Chasen's . Wife : Why would you want to go there ? Husband : I may not be home Saturday morning ; I told Joe I'd play golf with him . Wife : Why didn't you tell me sooner ? In ...
Page 99
... Chasen's for dinner . She ( he ) makes one of the fol- lowing two comments : or Chasen's has lousy food and worse ser- vice . Why would you pick a lousy restaurant like Chasen's ? Which comment indicates an impending divorce and which ...
... Chasen's for dinner . She ( he ) makes one of the fol- lowing two comments : or Chasen's has lousy food and worse ser- vice . Why would you pick a lousy restaurant like Chasen's ? Which comment indicates an impending divorce and which ...
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 |