Managing People, Influencing Behavior |
From inside the book
Results 1-3 of 17
Page 131
... performance review . However , a manager must , as we have said , focus constantly on developing his subordinates and on the daily impact his behavior is having on them . When Jim's manager , for example , notices a ten- tative thrust ...
... performance review . However , a manager must , as we have said , focus constantly on developing his subordinates and on the daily impact his behavior is having on them . When Jim's manager , for example , notices a ten- tative thrust ...
Page 156
... review , 121-122 Rational versus reinforcement shaping , 53-55 Rationalization , 70 Reactions , managerial , to performance reviews , 130-131 Reassurance ... Reviews performance ; see Performance reviews salary , 121 Reinforcement 156 Index.
... review , 121-122 Rational versus reinforcement shaping , 53-55 Rationalization , 70 Reactions , managerial , to performance reviews , 130-131 Reassurance ... Reviews performance ; see Performance reviews salary , 121 Reinforcement 156 Index.
Page 157
David Wilson Thompson. Reviews performance ; see Performance reviews salary , 121 Reinforcement , 45-55 constant ... review , 122-123 tone of voice as , 17-18 turning neutral stimulus into , 10 " you " pairings as , 17 Rejection as ...
David Wilson Thompson. Reviews performance ; see Performance reviews salary , 121 Reinforcement , 45-55 constant ... review , 122-123 tone of voice as , 17-18 turning neutral stimulus into , 10 " you " pairings as , 17 Rejection as ...
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 |