Managing People, Influencing Behavior |
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Page 36
... plant operation . He spent two hours walking around the plant with the plant manager watching the latter interact with the superintendents and foremen . He ven- tured the opinion that the rejection rate by the inspection department must ...
... plant operation . He spent two hours walking around the plant with the plant manager watching the latter interact with the superintendents and foremen . He ven- tured the opinion that the rejection rate by the inspection department must ...
Page 139
... plant managers ( subordinate ) because this particular plant manager wanted the vice presidency . This is his third visit to this plant manager's location . Vice president : Hello , Dick , how's it going ? Subordinate : Well , we've had ...
... plant managers ( subordinate ) because this particular plant manager wanted the vice presidency . This is his third visit to this plant manager's location . Vice president : Hello , Dick , how's it going ? Subordinate : Well , we've had ...
Page 140
... plant manager is now controlling the interaction , a not infrequent situa- tion when one remembers that inter- personal factors take precedence over other stimuli , including position titles , in influencing behavior . He is able to as ...
... plant manager is now controlling the interaction , a not infrequent situa- tion when one remembers that inter- personal factors take precedence over other stimuli , including position titles , in influencing behavior . He is able to 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 |