Managing People, Influencing Behavior |
From inside the book
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Page 66
... aversive stimuli , however , the manager has taken two risks . First , he has paired himself with an aver- sive stimulus . Second , by following an " ad- mission of guilt " with an aversive stimulus , the general manager has decreased ...
... aversive stimuli , however , the manager has taken two risks . First , he has paired himself with an aver- sive stimulus . Second , by following an " ad- mission of guilt " with an aversive stimulus , the general manager has decreased ...
Page 78
... aversive stimuli and the minimal use of reinforcers to control their employees ' behavior . Avoidance learn- ing and aversive pairings are probably the quickest ways to influence behavior . Firing a few people who are not producing can ...
... aversive stimuli and the minimal use of reinforcers to control their employees ' behavior . Avoidance learn- ing and aversive pairings are probably the quickest ways to influence behavior . Firing a few people who are not producing can ...
Page 155
... aversive stimuli pairings , 21 Other - oriented , 68-69 Others , blaming , 70-71 Overall view , diagnosis and , 82-100 P Pain as reinforcer , 14 Pairing aversive , caused by emotional involvement , 3132 of aversive stimuli with aversive ...
... aversive stimuli pairings , 21 Other - oriented , 68-69 Others , blaming , 70-71 Overall view , diagnosis and , 82-100 P Pain as reinforcer , 14 Pairing aversive , caused by emotional involvement , 3132 of aversive stimuli with aversive ...
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 |