Managing People, Influencing Behavior |
From inside the book
Results 1-3 of 32
Page 105
... elicit an individual's most probable response pat- terns . This is accomplished by asking gen- eral , ambiguous questions , such as " Could you tell me a little about your business background ? " or " How was the company ? " or " What ...
... elicit an individual's most probable response pat- terns . This is accomplished by asking gen- eral , ambiguous questions , such as " Could you tell me a little about your business background ? " or " How was the company ? " or " What ...
Page 107
... elicit only the response patterns evoked by an authority figure , whereas the goal of the interview is to elicit the inter- viewee's most probable behavior in all situ- ations . The interviewer's inflection con- notes a respectful ...
... elicit only the response patterns evoked by an authority figure , whereas the goal of the interview is to elicit the inter- viewee's most probable behavior in all situ- ations . The interviewer's inflection con- notes a respectful ...
Page 108
... elicit what is frequent- ly the richest material for interpretation . The question , " What kind of a boss was he ? " usually elicits a perfunctory “ Good ” or " He was a good man . " Far too many inter- viewers go on to a different ...
... elicit what is frequent- ly the richest material for interpretation . The question , " What kind of a boss was he ? " usually elicits a perfunctory “ Good ” or " He was a good man . " Far too many inter- viewers go on to a different ...
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 |