Managing People, Influencing Behavior |
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Page 69
... diagnose while it is happening , which is often in the busi- ness setting . Let us take a look at the prin- ciple and attempt to break it down into rec- ognizable parts . PRINCIPLE VIII : AVOIDANCE BEHAVIOR Following a response with the ...
... diagnose while it is happening , which is often in the busi- ness setting . Let us take a look at the prin- ciple and attempt to break it down into rec- ognizable parts . PRINCIPLE VIII : AVOIDANCE BEHAVIOR Following a response with the ...
Page 82
... diagnosed with a surprising degree of accuracy . Objectively observed , it provides us with clear and use- ful insights about other people . And , while some diagnoses may lead to depressing conclusions , the principles we have learned ...
... diagnosed with a surprising degree of accuracy . Objectively observed , it provides us with clear and use- ful insights about other people . And , while some diagnoses may lead to depressing conclusions , the principles we have learned ...
Page 99
... Diagnose the speaker and analyze the im- pact on the listener of the following com- ment : Your subordinates get frustrated when you're indecisive . 6. Diagnose the manager and subordinate in- volved in the following interchange ...
... Diagnose the speaker and analyze the im- pact on the listener of the following com- ment : Your subordinates get frustrated when you're indecisive . 6. Diagnose the manager and subordinate in- volved in the following interchange ...
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 |