Managing People, Influencing Behavior |
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Page 19
... dislike for his manager ( the manag- er is an intense aversive stimulus to the subordinate ) , he may well engage in ... dislikes him intensely . This subordinate knows that his manager be- comes uneasy when a subordinate goes around him ...
... dislike for his manager ( the manag- er is an intense aversive stimulus to the subordinate ) , he may well engage in ... dislikes him intensely . This subordinate knows that his manager be- comes uneasy when a subordinate goes around him ...
Page 36
... dislike a response , frequently pair the verbal equivalent of the response with aversive stimuli . A manager was ostensibly attempting to tone down the emotional frustrations of a subordinate . He said , " You're the kind of guy who ...
... dislike a response , frequently pair the verbal equivalent of the response with aversive stimuli . A manager was ostensibly attempting to tone down the emotional frustrations of a subordinate . He said , " You're the kind of guy who ...
Page 135
... dislike of the plant superintendent by pairing the latter with aversive stimuli in his comments . Likewise , he has decreased the probability that his subordinate will attempt to build rapport with the plant superintendent or even be ...
... dislike of the plant superintendent by pairing the latter with aversive stimuli in his comments . Likewise , he has decreased the probability that his subordinate will attempt to build rapport with the plant superintendent or even be ...
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 |