Managing People, Influencing Behavior |
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Page 32
... decisive behavior on the part of the subordinate . The manager knows that interpersonal interactions have a greater ... decisive as you could be . How do you feel about it ? Subordinate : Well , I suppose you might be right . Manager ...
... decisive behavior on the part of the subordinate . The manager knows that interpersonal interactions have a greater ... decisive as you could be . How do you feel about it ? Subordinate : Well , I suppose you might be right . Manager ...
Page 33
... decisive . I like to see that in a man . " Assuming that what his manager likes to see in a man is a reinforcer to the subordinate , this statement has in- creased the probability of decisiveness in the subordinate . It has paired the ...
... decisive . I like to see that in a man . " Assuming that what his manager likes to see in a man is a reinforcer to the subordinate , this statement has in- creased the probability of decisiveness in the subordinate . It has paired the ...
Page 105
... decisive person is likely to have decisive response patterns because they have frequently been reinforced in his ex- perience ; an indecisive person is far less likely to have such response patterns be- cause in his experience they have ...
... decisive person is likely to have decisive response patterns because they have frequently been reinforced in his ex- perience ; an indecisive person is far less likely to have such response patterns be- cause in his experience they have ...
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 |