Managing People, Influencing Behavior |
From inside the book
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Page 77
... frequency indicates they have gone beyond the bounds of reality . This decision is the man- ager's responsibility ; no one else will or can make it . If more managers punished meek , passive behavior and reinforced confident ...
... frequency indicates they have gone beyond the bounds of reality . This decision is the man- ager's responsibility ; no one else will or can make it . If more managers punished meek , passive behavior and reinforced confident ...
Page 151
... frequency of , 77 intense responses followed by , 65-67 intensity of , 64 Aversive stimuli - cont'd less , trend toward , 78-79 liabilities of using , 72 long - term consequences of using , 78 manager as , 18-20 to manager , 10-11 ...
... frequency of , 77 intense responses followed by , 65-67 intensity of , 64 Aversive stimuli - cont'd less , trend toward , 78-79 liabilities of using , 72 long - term consequences of using , 78 manager as , 18-20 to manager , 10-11 ...
Page 153
... Frequency of aversive stimuli , 77 G General ambiguous questions in interview , 105 Generalization , stimulus , 79-80 , 128 Gestures , facial - body , as reinforcers and aversive stim- uli , 17-18 " Good " management , bad consequences ...
... Frequency of aversive stimuli , 77 G General ambiguous questions in interview , 105 Generalization , stimulus , 79-80 , 128 Gestures , facial - body , as reinforcers and aversive stim- uli , 17-18 " Good " management , bad consequences ...
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 |