Managing People, Influencing Behavior |
From inside the book
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Page 34
... aggressive company " may turn away people who are truly competent , but in whose experience aggressiveness has been paired with aver- sive stimuli . Managers must therefore be careful with their use of reinforcers and aversive stimuli ...
... aggressive company " may turn away people who are truly competent , but in whose experience aggressiveness has been paired with aver- sive stimuli . Managers must therefore be careful with their use of reinforcers and aversive stimuli ...
Page 57
... aggressive response . It occurs because experiencing extinction is a frustrating situation that leads to anger and a desire to attack someone or some- thing . We often engage in behavior be- cause it has been followed by something we ...
... aggressive response . It occurs because experiencing extinction is a frustrating situation that leads to anger and a desire to attack someone or some- thing . We often engage in behavior be- cause it has been followed by something we ...
Page 151
... Aggressive behavior , extinction of , 57-58 Agreement of subordinate with criticism in perfor- mance review , 128-130 Ambiguous questions in interview , 105 Anger , extinction , 58-59 Approximations , successive , reinforcement of , 52 ...
... Aggressive behavior , extinction of , 57-58 Agreement of subordinate with criticism in perfor- mance review , 128-130 Ambiguous questions in interview , 105 Anger , extinction , 58-59 Approximations , successive , reinforcement of , 52 ...
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 |