Managing People, Influencing Behavior |
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Page 37
... feedback yes- terday . Beautiful ! He'll probably become an ex- cellent salesman because of your help . " " The manager who gives his people feedback always gets my admiration ; giving feedback takes guts and confidence . " The speaker ...
... feedback yes- terday . Beautiful ! He'll probably become an ex- cellent salesman because of your help . " " The manager who gives his people feedback always gets my admiration ; giving feedback takes guts and confidence . " The speaker ...
Page 98
... feedback from their managers , but few will pair giving feedback with reinforcers in discussions with their managers . Fewer still will rein- force the manager when he attempts to give feedback . Indeed , few people realize how many ...
... feedback from their managers , but few will pair giving feedback with reinforcers in discussions with their managers . Fewer still will rein- force the manager when he attempts to give feedback . Indeed , few people realize how many ...
Page 119
... FEEDBACK Most managers give feedback at the worst possible time - when they are most motivated to do so . Suppose a plant man- ager finds that his plant superintendent has misread the blueprints of a given job and is assembling the job ...
... FEEDBACK Most managers give feedback at the worst possible time - when they are most motivated to do so . Suppose a plant man- ager finds that his plant superintendent has misread the blueprints of a given job and is assembling the job ...
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 |