Managing People, Influencing Behavior |
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Page 7
... Discuss it with him . 6. The only purpose of communication is to in- fluence the behavior , thoughts , and feelings of the person ( s ) being communicated with . Discuss this concept . SUGGESTED READINGS Drucker , P. F .: The practice ...
... Discuss it with him . 6. The only purpose of communication is to in- fluence the behavior , thoughts , and feelings of the person ( s ) being communicated with . Discuss this concept . SUGGESTED READINGS Drucker , P. F .: The practice ...
Page 127
... discuss- ing Bob , his procrastination , and his in- ability to communicate the figures when needed . An individual will always have one- hundred sound reasons for engaging in a specific type of behavior in a given situ- ation . The ...
... discuss- ing Bob , his procrastination , and his in- ability to communicate the figures when needed . An individual will always have one- hundred sound reasons for engaging in a specific type of behavior in a given situ- ation . The ...
Page 128
... discuss his reaction in a specific situation may tone down his sensitivities in that situation , but it will have little effect on his overly sensitive reaction to the hun- dreds of other situations he encounters in which he is treated ...
... discuss his reaction in a specific situation may tone down his sensitivities in that situation , but it will have little effect on his overly sensitive reaction to the hun- dreds of other situations he encounters in which he is treated ...
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 |