Managing People, Influencing Behavior |
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Page 13
... indecisive manager can become an intense aversive stimulus to a fast - paced , impulsive subordinate . Such a manager incurs the subordinate's dislike by pairing himself frequently with such phrases as , " Why don't we wait for more ...
... indecisive manager can become an intense aversive stimulus to a fast - paced , impulsive subordinate . Such a manager incurs the subordinate's dislike by pairing himself frequently with such phrases as , " Why don't we wait for more ...
Page 127
... indecisive behavior in that situation . In short , the manager will always lose these arguments . More impor- tant , the interaction will no longer center on its proper goal , changing the behavior of the subordinate . By focusing his ...
... indecisive behavior in that situation . In short , the manager will always lose these arguments . More impor- tant , the interaction will no longer center on its proper goal , changing the behavior of the subordinate . By focusing his ...
Page 143
... indecisiveness . ) I suppose we might ask the people to work over- time if the system breaks down . Manager ... indecisive subordinate . ) How's Paul ( the director's subordinate ) coming along ? ( Paul has been drinking heavily ...
... indecisiveness . ) I suppose we might ask the people to work over- time if the system breaks down . Manager ... indecisive subordinate . ) How's Paul ( the director's subordinate ) coming along ? ( Paul has been drinking heavily ...
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 |