Managing People, Influencing Behavior |
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Page 78
... ment to leaving the company . ) Second , by using aversive stimuli to control behavior , management is constantly pairing itself with these stimuli and quickly becomes an aversive stimulus itself . Likewise , the goals of management ...
... ment to leaving the company . ) Second , by using aversive stimuli to control behavior , management is constantly pairing itself with these stimuli and quickly becomes an aversive stimulus itself . Likewise , the goals of management ...
Page 131
... ment can be dramatically reflected on the profit statement of his organization . The techniques in this chapter should be part of the manager's repertoire , to be used every day , not once or twice a year . They might be used during a ...
... ment can be dramatically reflected on the profit statement of his organization . The techniques in this chapter should be part of the manager's repertoire , to be used every day , not once or twice a year . They might be used during a ...
Page 148
... ment , New York , 1954 , Harper & Row , Publishers . Estes , W. K .: An experimental study of punish- ment , Psychol . Mon. vol . 57 , no . 263 , 1944 . Estes , W. K. , and Skinner , B. F .: Some quantita- tive properties of anxiety , J ...
... ment , New York , 1954 , Harper & Row , Publishers . Estes , W. K .: An experimental study of punish- ment , Psychol . Mon. vol . 57 , no . 263 , 1944 . Estes , W. K. , and Skinner , B. F .: Some quantita- tive properties of anxiety , J ...
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 |