Managing People, Influencing Behavior |
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Page 65
David Wilson Thompson. Responses followed by intense aversive stimuli Following a response with a stimulus intensely aversive to the other person can potentially stop the response from ever re- curring . For example : A spontaneous ...
David Wilson Thompson. Responses followed by intense aversive stimuli Following a response with a stimulus intensely aversive to the other person can potentially stop the response from ever re- curring . For example : A spontaneous ...
Page 66
... ( Aversive stimulus , interference ) Regional manager ( quickly and spontane ... intense enough , the subordinate will be reluctant to pass on any bad news ... aversive stimuli . This will not have as dramatic an impact on the behavior of ...
... ( Aversive stimulus , interference ) Regional manager ( quickly and spontane ... intense enough , the subordinate will be reluctant to pass on any bad news ... aversive stimuli . This will not have as dramatic an impact on the behavior of ...
Page 78
David Wilson Thompson. Long - term consequences of using aversive stimuli Many organizations have paid a heavy price for the overuse of aversive stimuli and the minimal use of reinforcers to control their employees ' behavior . Avoidance ...
David Wilson Thompson. Long - term consequences of using aversive stimuli Many organizations have paid a heavy price for the overuse of aversive stimuli and the minimal use of reinforcers to control their employees ' behavior . Avoidance ...
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 |