Managing People, Influencing Behavior |
From inside the book
Results 1-3 of 10
Page 16
... chief executive officer always finds profits strongly reinforcing . Many chief execu- tives find firing an incompetent vice presi- dent far more aversive than profits are rein- forcing ( a fact that quickly leads to medioc- rity at the ...
... chief executive officer always finds profits strongly reinforcing . Many chief execu- tives find firing an incompetent vice presi- dent far more aversive than profits are rein- forcing ( a fact that quickly leads to medioc- rity at the ...
Page 41
... chief executive officer . His attitudes and philoso- phy will permeate the organization , pri- marily because of the pairings he makes . If a cautious , conservative chief executive finds mistakes intensely aversive , he will frequently ...
... chief executive officer . His attitudes and philoso- phy will permeate the organization , pri- marily because of the pairings he makes . If a cautious , conservative chief executive finds mistakes intensely aversive , he will frequently ...
Page 145
... chief executive officer , whose attitudes , opinions , and philosophy quickly permeate the organization down to the lowest level ( hence , the " labor " problems of England and Italy ) . The chief executive who be- lieves all decisions ...
... chief executive officer , whose attitudes , opinions , and philosophy quickly permeate the organization down to the lowest level ( hence , the " labor " problems of England and Italy ) . The chief executive who be- lieves all decisions ...
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 |