Managing People, Influencing Behavior |
From inside the book
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Page 46
... increasing the probability that the subordinate will en- gage in similar behavior in the future . In- deed , the manager has actually decreased the subordinate's confidence and increased his dependency on others . A more effec- tive ...
... increasing the probability that the subordinate will en- gage in similar behavior in the future . In- deed , the manager has actually decreased the subordinate's confidence and increased his dependency on others . A more effec- tive ...
Page 47
... probability of his ineffective behavior , and increased the probability of his focusing on relevant matters ( sales ) . The road to hell is indeed paved with good intentions ! A manager can destroy a sub- ordinate's confidence by giving ...
... probability of his ineffective behavior , and increased the probability of his focusing on relevant matters ( sales ) . The road to hell is indeed paved with good intentions ! A manager can destroy a sub- ordinate's confidence by giving ...
Page 135
... increased the probability of a hostile response from his subordinate toward the plant superintendent and opera- tions people generally . In particular , he has increased his subordinate's dislike of the plant superintendent by pairing ...
... increased the probability of a hostile response from his subordinate toward the plant superintendent and opera- tions people generally . In particular , he has increased his subordinate's dislike of the plant superintendent by pairing ...
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 |