Managing People, Influencing Behavior |
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Page 96
... problems with his wife . Manager : What kind of problems ? Soon both people are talking about what to them is a reinforcing topic , Jack's prob- lems with his wife . They not only waste time doing it but also avoid getting back to the ...
... problems with his wife . Manager : What kind of problems ? Soon both people are talking about what to them is a reinforcing topic , Jack's prob- lems with his wife . They not only waste time doing it but also avoid getting back to the ...
Page 103
... problems of an organiza- tion do not require an Einstein ( indeed , Einstein might well have been a poor man- ager ) ; their solutions are usually found in the reinforcement and aversive contingen- cies discussed earlier . The problems ...
... problems of an organiza- tion do not require an Einstein ( indeed , Einstein might well have been a poor man- ager ) ; their solutions are usually found in the reinforcement and aversive contingen- cies discussed earlier . The problems ...
Page 142
... problems in an organization must conclude at two points . First , since problems almost invariably originate in the behavior of people , an accurate diagnosis will only have been made when the cause of the problems has been assigned to ...
... problems in an organization must conclude at two points . First , since problems almost invariably originate in the behavior of people , an accurate diagnosis will only have been made when the cause of the problems has been assigned to ...
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 |