Managing People, Influencing Behavior |
From inside the book
Results 1-3 of 58
Page 4
... interactions . The primary effect of the enormous technological ad- vances made in recent years is to increase the consequences of the behavior of an in- dividual . Because of automation , one fac- tory worker can now produce 2,000 ...
... interactions . The primary effect of the enormous technological ad- vances made in recent years is to increase the consequences of the behavior of an in- dividual . Because of automation , one fac- tory worker can now produce 2,000 ...
Page 45
... interactions because he has been extinguished in the former instance and reinforced in the latter . Again , extinction always leads to anger . ( Azrin , 1964 ; Ferster , Culbertson , and Boren , 1975 ) When a manager does not respond to ...
... interactions because he has been extinguished in the former instance and reinforced in the latter . Again , extinction always leads to anger . ( Azrin , 1964 ; Ferster , Culbertson , and Boren , 1975 ) When a manager does not respond to ...
Page 122
... interactions , be they a five - minute conversation in the hallway or a three - hour dialogue in some bar . Always start with stimuli reinforcing to the subordinate Two influences determine our reactions to an individual . The first is ...
... interactions , be they a five - minute conversation in the hallway or a three - hour dialogue in some bar . Always start with stimuli reinforcing to the subordinate Two influences determine our reactions to an individual . The first is ...
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 |