Managing People, Influencing Behavior |
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Page 74
... present it word for word , I'll have you out of this company so quick you won't know what hit you . One week later both the manager and the salesman go out on their next sales call . Lo and behold , the salesman presents the canned ...
... present it word for word , I'll have you out of this company so quick you won't know what hit you . One week later both the manager and the salesman go out on their next sales call . Lo and behold , the salesman presents the canned ...
Page 96
... present at the time , since only stimuli that have an impact on an in- dividual's sensory organs can influence his behavior . As mentioned previously , conver- sations between managers and subordi- nates about absent third parties ...
... present at the time , since only stimuli that have an impact on an in- dividual's sensory organs can influence his behavior . As mentioned previously , conver- sations between managers and subordi- nates about absent third parties ...
Page 102
... present behav- ior of the person , rather than solely on his present performance . One of the most ef- fective situations in which to elicit and analyze behavior is the interview . THE INTERVIEW Preparation A good interview requires ...
... present behav- ior of the person , rather than solely on his present performance . One of the most ef- fective situations in which to elicit and analyze behavior is the interview . THE INTERVIEW Preparation A good interview requires ...
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 |