Managing People, Influencing Behavior |
From inside the book
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Page 14
... forcers and aversive stimuli is virtually limitless , often self - destructive , and rarely compatible with reality ... forcer , a reinforcer that may stay with the child into adulthood . He marries an emotional woman and the marriage ...
... forcers and aversive stimuli is virtually limitless , often self - destructive , and rarely compatible with reality ... forcer , a reinforcer that may stay with the child into adulthood . He marries an emotional woman and the marriage ...
Page 26
... forcer controlling the behavior with a stim- ulus aversive to the subordinate , not to the manager . This can be done verbally , since , as we have seen , the verbal transfers to the actual stimulus . In other words , our principle ...
... forcer controlling the behavior with a stim- ulus aversive to the subordinate , not to the manager . This can be done verbally , since , as we have seen , the verbal transfers to the actual stimulus . In other words , our principle ...
Page 30
... forcer more important than in the sales de- partment . Sales people are constantly forced into customer interactions that are aversive . This liability is compounded when the sales manager finds customers aver- sive . This is evidenced ...
... forcer more important than in the sales de- partment . Sales people are constantly forced into customer interactions that are aversive . This liability is compounded when the sales manager finds customers aver- sive . This is evidenced ...
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 |