Managing People, Influencing Behavior |
From inside the book
Results 1-3 of 31
Page 69
... AVOIDANCE LEARNING Avoidance learning is a quick and certain way of changing behavior . It also accounts for many problems people experience when dealing with ... avoidance learning 69 Avoidance learning, Principle VIII: avoidance behavior,
... AVOIDANCE LEARNING Avoidance learning is a quick and certain way of changing behavior . It also accounts for many problems people experience when dealing with ... avoidance learning 69 Avoidance learning, Principle VIII: avoidance behavior,
Page 80
... avoidance drive almost always leads to excessive behavioral inten- sity . ( " Methinks he doth protest too much . " ) Reinforced behavior is flexible , realistic , and appropriate . Avoidance behavior result- ing from experiencing ...
... avoidance drive almost always leads to excessive behavioral inten- sity . ( " Methinks he doth protest too much . " ) Reinforced behavior is flexible , realistic , and appropriate . Avoidance behavior result- ing from experiencing ...
Page 151
... Avoidance behaviors common , 72-73 extinction of , 75-77 Avoidance learning , 69-79 punishment and , 64-81 Avoidance - avoidance conflict , 89 B Backward pairings , 39-40 Bad consequences from " good " management , 45- 48 Behavior ...
... Avoidance behaviors common , 72-73 extinction of , 75-77 Avoidance learning , 69-79 punishment and , 64-81 Avoidance - avoidance conflict , 89 B Backward pairings , 39-40 Bad consequences from " good " management , 45- 48 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 |