Managing People, Influencing Behavior |
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Page 38
... ( extinction ) if it is not periodically paired with an actual raise . The same is true of aversive stimuli . The manager who continually shouts at his subordinates , but always gives them appro- priate raises and promotions , soon finds ...
... ( extinction ) if it is not periodically paired with an actual raise . The same is true of aversive stimuli . The manager who continually shouts at his subordinates , but always gives them appro- priate raises and promotions , soon finds ...
Page 60
... extinction ; and the result of ex- tinction is his complaining , critical behav- ior . The effects of extinction are pervasive and frequently invade long - term relation- ships . Consider the following interchange by a newly married ...
... extinction ; and the result of ex- tinction is his complaining , critical behav- ior . The effects of extinction are pervasive and frequently invade long - term relation- ships . Consider the following interchange by a newly married ...
Page 61
... extinction must be relied upon to stop the destructive behavior . Yet the effect of managerial extinction is paradoxically dependent upon the manag- er's history of reinforcing his subordinates . If he has rarely reinforced his ...
... extinction must be relied upon to stop the destructive behavior . Yet the effect of managerial extinction is paradoxically dependent upon the manag- er's history of reinforcing his subordinates . If he has rarely reinforced his ...
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 |