Managing People, Influencing Behavior |
From inside the book
Results 1-3 of 28
Page 18
... goals soon become their goals as well . As a rule of thumb , a manager should at- tempt to use four or five reinforcers to counteract each aversive stimulus used ; reality indicates that most managers do the opposite in far greater ...
... goals soon become their goals as well . As a rule of thumb , a manager should at- tempt to use four or five reinforcers to counteract each aversive stimulus used ; reality indicates that most managers do the opposite in far greater ...
Page 41
... Goal - setting by management requires the pairing of company goals with different reinforcers to different employees or em- ployee groups ; any other approach is likely to be less effective . These requirements are most important when a ...
... Goal - setting by management requires the pairing of company goals with different reinforcers to different employees or em- ployee groups ; any other approach is likely to be less effective . These requirements are most important when a ...
Page 97
... goals which , when attained , are soon found to be wanting ( extinguished ) . This may well eliminate the goal , but rarely the striving . Most failures in this area , however , occur when operant procedures are used on re- sponses ...
... goals which , when attained , are soon found to be wanting ( extinguished ) . This may well eliminate the goal , but rarely the striving . Most failures in this area , however , occur when operant procedures are used on re- sponses ...
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 |