Managing People, Influencing Behavior |
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Page 52
... individual's be- havior are external and often stem from the behavior of his manager and , to a lesser de- gree , that of other people around him . The quickest way to change behavior is to change the individual's environment , es ...
... individual's be- havior are external and often stem from the behavior of his manager and , to a lesser de- gree , that of other people around him . The quickest way to change behavior is to change the individual's environment , es ...
Page 83
... individual in his interactions with other people and note which behavior in others the individual is immediately follow- ing with reinforcers . Subordinate : You know , I'm really nervous over making this presentation to the management ...
... individual in his interactions with other people and note which behavior in others the individual is immediately follow- ing with reinforcers . Subordinate : You know , I'm really nervous over making this presentation to the management ...
Page 90
... individual's re- sponse patterns occur frequently and then to observe what immediately precedes and follows these responses . The most impor- tant stimuli to observe preceding or follow- ing the responses are those involving the ...
... individual's re- sponse patterns occur frequently and then to observe what immediately precedes and follows these responses . The most impor- tant stimuli to observe preceding or follow- ing the responses are those involving the ...
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 |