Managing People, Influencing Behavior |
From inside the book
Results 1-3 of 23
Page 1
... nate ultimately in the behavior ( attitudes and feelings ) of the people in the organiza- tion . For this reason , one of the primary responsibilities of managers in private in- dustry is the behavior of their subordi- nates . Many ...
... nate ultimately in the behavior ( attitudes and feelings ) of the people in the organiza- tion . For this reason , one of the primary responsibilities of managers in private in- dustry is the behavior of their subordi- nates . Many ...
Page 50
... nate's influence on his manager . A vice president can pair his president's reinforce- ment of such behavior with aversive stimu- li . A subordinate can extinguish his man- ager's reinforcing comments when criti- cism of others occurs ...
... nate's influence on his manager . A vice president can pair his president's reinforce- ment of such behavior with aversive stimu- li . A subordinate can extinguish his man- ager's reinforcing comments when criti- cism of others occurs ...
Page 83
... nate reinforcing to the manager ? Despite our protests that the manager is merely reassuring his subordinate , the answer is probably yes ! Not only has the manager fol- lowed the subordinate's statement of fear with a reinforcer , he ...
... nate reinforcing to the manager ? Despite our protests that the manager is merely reassuring his subordinate , the answer is probably yes ! Not only has the manager fol- lowed the subordinate's statement of fear with a reinforcer , he ...
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 |