Managing People, Influencing Behavior |
From inside the book
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Page 30
... Managers who do not focus on these pre- cursors who focus on profits only , rather than the controllable causes of profits - will always react too late . In line with Principle II , it is now the job of the sales manager's superior to ...
... Managers who do not focus on these pre- cursors who focus on profits only , rather than the controllable causes of profits - will always react too late . In line with Principle II , it is now the job of the sales manager's superior to ...
Page 58
... manager will no longer be rein- forcing them ; the subordinate will find his manager's nonchalance frustrating . How- ever , extinction will eventually occur . Problems of new managers Extinction often plays a role in the ani- mosity new ...
... manager will no longer be rein- forcing them ; the subordinate will find his manager's nonchalance frustrating . How- ever , extinction will eventually occur . Problems of new managers Extinction often plays a role in the ani- mosity new ...
Page 65
... manager has been having difficulty getting one of his regional sales managers to give feedback to the regional manager's subordinates . The general manager knows that " interference by people over him " is an intense aver- sive stimulus ...
... manager has been having difficulty getting one of his regional sales managers to give feedback to the regional manager's subordinates . The general manager knows that " interference by people over him " is an intense aver- sive stimulus ...
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 |