Managing People, Influencing Behavior |
From inside the book
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... havior of the manager be judged by the be- havior of the subordinate . This is a strin- gent test few of us would pass . I hope this book goes a little way in helping some people to at least focus on the issue , if not to pass the test ...
... havior of the manager be judged by the be- havior of the subordinate . This is a strin- gent test few of us would pass . I hope this book goes a little way in helping some people to at least focus on the issue , if not to pass the test ...
Page 80
... havior , he will quickly develop an overly in- dependent subordinate , one who is intent on proving his independence . He will not develop a subordinate who loves indepen- dence , but rather one who hates being seen as dependent . This ...
... havior , he will quickly develop an overly in- dependent subordinate , one who is intent on proving his independence . He will not develop a subordinate who loves indepen- dence , but rather one who hates being seen as dependent . This ...
Page 154
... havior based on , 113 conversational , 104 conversational tone of voice in , 107 emotional interest in , 111 general ambiguous questions in , 105 interrupting interviewee in , 110 listening in , 110 preparation for , 102-103 probing ...
... havior based on , 113 conversational , 104 conversational tone of voice in , 107 emotional interest in , 111 general ambiguous questions in , 105 interrupting interviewee in , 110 listening in , 110 preparation for , 102-103 probing ...
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 |