Managing People, Influencing Behavior |
From inside the book
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Page 26
David Wilson Thompson. PRINCIPLE I To decrease the probability of a response controlled by a reinforcer , pair the reinforcer with aversive stimuli ( Estes and Skinner , 1941 ) The phrase " to decrease the probability " is used to ...
David Wilson Thompson. PRINCIPLE I To decrease the probability of a response controlled by a reinforcer , pair the reinforcer with aversive stimuli ( Estes and Skinner , 1941 ) The phrase " to decrease the probability " is used to ...
Page 44
... decreased the likelihood that John will tell his wife about good experiences of his in the future ; and ( 3 ) it increased ... decrease the probability . Manager : How do you feel about our treat- ment of the bad debt reserve , Joan ...
... decreased the likelihood that John will tell his wife about good experiences of his in the future ; and ( 3 ) it increased ... decrease the probability . Manager : How do you feel about our treat- ment of the bad debt reserve , Joan ...
Page 110
... decrease the intensity of the subordinate's feelings on that issue . Too many managers , however , elicit the feel- ings and then respond with emotional counter - arguments of their own ; these emotional managerial reactions are often ...
... decrease the intensity of the subordinate's feelings on that issue . Too many managers , however , elicit the feel- ings and then respond with emotional counter - arguments of their own ; these emotional managerial reactions are often ...
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 |