Managing People, Influencing Behavior |
From inside the book
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Page 58
... extinguish those responses by his subordi- nate . The manager can accomplish this by responding in a relaxed manner to the sub- ordinate's questions . This will at first in- crease the probability and intensity of the subordinate's ...
... extinguish those responses by his subordi- nate . The manager can accomplish this by responding in a relaxed manner to the sub- ordinate's questions . This will at first in- crease the probability and intensity of the subordinate's ...
Page 76
... extinguish his negative reactions to them . Susan , 38 years old , is compulsively , rig- idly on time for appointments . As a young girl she was severely punished by her fa- ther for being late . She will never know that being late now ...
... extinguish his negative reactions to them . Susan , 38 years old , is compulsively , rig- idly on time for appointments . As a young girl she was severely punished by her fa- ther for being late . She will never know that being late now ...
Page 143
... extinguishing his subordinate's indecisiveness . ) I suppose we might ask the people to work over- time if the ... extinguishes this in- decisive response . ) I guess we wouldn't have too much trouble . They would sure enjoy the extra ...
... extinguishing his subordinate's indecisiveness . ) I suppose we might ask the people to work over- time if the ... extinguishes this in- decisive response . ) I guess we wouldn't have too much trouble . They would sure enjoy the extra ...
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 |