Managing People, Influencing Behavior |
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Page 32
... dinate is indecisive because the subordi- nate fears he might encounter dissension or an argument if he commits himself to a judgment in front of other people . The man- ager , therefore , must pair " dissension and arguments with ...
... dinate is indecisive because the subordi- nate fears he might encounter dissension or an argument if he commits himself to a judgment in front of other people . The man- ager , therefore , must pair " dissension and arguments with ...
Page 59
... dinates and rarely gave out reinforcers , " extinction anger " will be minimized when the new manager takes over ... dinate interactions , but is probably the most common phenomenon in manager- subordinate interactions . Extinction ...
... dinates and rarely gave out reinforcers , " extinction anger " will be minimized when the new manager takes over ... dinate interactions , but is probably the most common phenomenon in manager- subordinate interactions . Extinction ...
Page 125
... dinate to agree with the criticism . Second , by disagreeing with the manager's crit- icism , the subordinate has indicated that the criticism and the manager himself are aversive stimuli to him , hence a manager- reinforcer pairing ...
... dinate to agree with the criticism . Second , by disagreeing with the manager's crit- icism , the subordinate has indicated that the criticism and the manager himself are aversive stimuli to him , hence a manager- reinforcer pairing ...
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 |