Managing People, Influencing Behavior |
From inside the book
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Page 15
... Consider the impact of the following four comments by a new manager to his subordinate over a two- week period : " You did an excellent job on that report , Jim , but I wish you'd pay more attention to organiza- tion ; it was sloppy ...
... Consider the impact of the following four comments by a new manager to his subordinate over a two- week period : " You did an excellent job on that report , Jim , but I wish you'd pay more attention to organiza- tion ; it was sloppy ...
Page 53
... Consider the following example in which a salesman is attempting to elicit a " pur- chase response " from a prospective cus- tomer : Customer : So our present supplier is taking care of our needs . Salesman : I think you might be making ...
... Consider the following example in which a salesman is attempting to elicit a " pur- chase response " from a prospective cus- tomer : Customer : So our present supplier is taking care of our needs . Salesman : I think you might be making ...
Page 57
... Consider the following interchange . The manager in this case is normally a cheerful , emotionally expressive person who readily compliments his subordinates . Subordinate : We just got the figures in on our plant efficiency for last ...
... Consider the following interchange . The manager in this case is normally a cheerful , emotionally expressive person who readily compliments his subordinates . Subordinate : We just got the figures in on our plant efficiency for last ...
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 |