Managing People, Influencing Behavior |
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Page 104
... interview we will describe here is called a conversational interview . It has no tricks or gimmicks . Its purpose is to elicit a sample of behavior in order to deter- mine the interviewee's most probable re- sponses and which stimuli ...
... interview we will describe here is called a conversational interview . It has no tricks or gimmicks . Its purpose is to elicit a sample of behavior in order to deter- mine the interviewee's most probable re- sponses and which stimuli ...
Page 105
... interview . Many organizations make the mistake of attempting to sell the interviewee on join- ing their organization before they interview him . In selling their organization to the in- terviewee , they indicate what is reinforcing and ...
... interview . Many organizations make the mistake of attempting to sell the interviewee on join- ing their organization before they interview him . In selling their organization to the in- terviewee , they indicate what is reinforcing and ...
Page 118
David Wilson Thompson. vidual who uses interviewing techniques out of habit will find his decisions in life much wiser indeed . CLASSROOM EXERCISES 1. Interview your partner for 15 minutes , then describe your partner's personality to ...
David Wilson Thompson. vidual who uses interviewing techniques out of habit will find his decisions in life much wiser indeed . CLASSROOM EXERCISES 1. Interview your partner for 15 minutes , then describe your partner's personality to ...
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 |