Managing People, Influencing Behavior |
From inside the book
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Page 17
... person thinks of himself will often deter- mine his fate ( Thoreau ) . What a person thinks of himself will be determined , to a large extent , by the people with whom he interacts most frequently . A concentrated effort by managers to ...
... person thinks of himself will often deter- mine his fate ( Thoreau ) . What a person thinks of himself will be determined , to a large extent , by the people with whom he interacts most frequently . A concentrated effort by managers to ...
Page 85
... person and noting whether the other person reinforces , punishes , or ex- tinguishes the behavior . Suppose we wanted to develop greater self - confidence . We might then make the following com- ment to three individuals on separate ...
... person and noting whether the other person reinforces , punishes , or ex- tinguishes the behavior . Suppose we wanted to develop greater self - confidence . We might then make the following com- ment to three individuals on separate ...
Page 102
... person , whereas another is an impul- sive , fast - paced , aggressive person , is criti- cal when we attempt to estimate the suc- cess of any given individual under these managers . Even if the job duties are quite similar under the ...
... person , whereas another is an impul- sive , fast - paced , aggressive person , is criti- cal when we attempt to estimate the suc- cess of any given individual under these managers . Even if the job duties are quite similar under the ...
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 |