Managing People, Influencing Behavior |
From inside the book
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Page 13
... ordinate's complete agreement with his proposal , on the other hand , if , just before a meeting on the proposal , he tells the sub- ordinate , " You've done such an outstand- ing job , I've recommended you for the job in London you ...
... ordinate's complete agreement with his proposal , on the other hand , if , just before a meeting on the proposal , he tells the sub- ordinate , " You've done such an outstand- ing job , I've recommended you for the job in London you ...
Page 29
... ordinate's nonconstructive behavior and then pairing those reinforcers with aver- sive stimuli . If the manager finds his sub- ordinate won't delegate because the sub- ordinate finds " people being dependent on him " reinforcing , it is ...
... ordinate's nonconstructive behavior and then pairing those reinforcers with aver- sive stimuli . If the manager finds his sub- ordinate won't delegate because the sub- ordinate finds " people being dependent on him " reinforcing , it is ...
Page 127
... ordinate who asks for examples is attempt- ing to avoid aversive stimuli ( criticism and his manager ) by discussing a stimulus other than himself ( avoidance behavior ) . Suppose , for example , the manager falls into this trap and ...
... ordinate who asks for examples is attempt- ing to avoid aversive stimuli ( criticism and his manager ) by discussing a stimulus other than himself ( avoidance behavior ) . Suppose , for example , the manager falls into this trap and ...
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 |