Managing People, Influencing Behavior |
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Page 30
... inforcers to the sales manager . " You know , I was out to dinner with some of your sales- men the other night . They all think a good deal of you . They feel you back them up and will go to bat for them when they need you . They really ...
... inforcers to the sales manager . " You know , I was out to dinner with some of your sales- men the other night . They all think a good deal of you . They feel you back them up and will go to bat for them when they need you . They really ...
Page 33
... inforcers ( they care about you ) . The man- ager is also judging which stimuli are actu- ally aversive and which are actually rein- forcing to the subordinate . A man is often the worst judge of himself , and to ask the subordinate to ...
... inforcers ( they care about you ) . The man- ager is also judging which stimuli are actu- ally aversive and which are actually rein- forcing to the subordinate . A man is often the worst judge of himself , and to ask the subordinate to ...
Page 96
... inforcers ( classical technique ) will not stop the subordinate from saying derogatory things about him in his manager's pres- ence as long as the manager continues to reinforce the response . Socially pervasive operant procedures can ...
... inforcers ( classical technique ) will not stop the subordinate from saying derogatory things about him in his manager's pres- ence as long as the manager continues to reinforce the response . Socially pervasive operant procedures can ...
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 |