Managing People, Influencing Behavior |
From inside the book
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Page 32
... ager is having a developmental session with a meek , passive subordinate . The manager in this instance is attempting to elicit more decisive behavior on the part of the subordinate . The manager knows that interpersonal interactions ...
... ager is having a developmental session with a meek , passive subordinate . The manager in this instance is attempting to elicit more decisive behavior on the part of the subordinate . The manager knows that interpersonal interactions ...
Page 59
... ager was an aversive stimulus to the subor- dinates and rarely gave out reinforcers , " extinction anger " will be minimized when the new manager takes over . ( Of course , other factors may be involved as well . The new manager , for ...
... ager was an aversive stimulus to the subor- dinates and rarely gave out reinforcers , " extinction anger " will be minimized when the new manager takes over . ( Of course , other factors may be involved as well . The new manager , for ...
Page 67
... ager can maintain the changes . And if the manager does not like the changes , he can eliminate them in short order , as the above example indicates . Punishment as a destructive tool Just as managers reinforce destructive behavior ...
... ager can maintain the changes . And if the manager does not like the changes , he can eliminate them in short order , as the above example indicates . Punishment as a destructive tool Just as managers reinforce destructive behavior ...
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 |