Managing People, Influencing Behavior |
From inside the book
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Page 26
... attention from others " with an aversive stimulus . Manager ( in a disparaging , but soft , con- cerned tone of voice ) : Jim , I feel attention is a little too important to you at times . How do you feel about it ? Subordinate : I ...
... attention from others " with an aversive stimulus . Manager ( in a disparaging , but soft , con- cerned tone of voice ) : Jim , I feel attention is a little too important to you at times . How do you feel about it ? Subordinate : I ...
Page 27
... attention they're really looking down on you . The manager's remarks have decreased the probability that the subordinate will find attention as reinforcing as he did be- fore the remarks were made . As a result , they have somewhat ...
... attention they're really looking down on you . The manager's remarks have decreased the probability that the subordinate will find attention as reinforcing as he did be- fore the remarks were made . As a result , they have somewhat ...
Page 97
... attention re- mains an overly strong reinforcer to the subordinate . He will merely get it in other ways . The effective manager will make the attention contingent upon constructive , re- sults - oriented behavior or classically pair ...
... attention re- mains an overly strong reinforcer to the subordinate . He will merely get it in other ways . The effective manager will make the attention contingent upon constructive , re- sults - oriented behavior or classically pair ...
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 |