Managing People, Influencing Behavior |
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Page 67
... Punishment as a destructive tool Just as managers reinforce destructive behavior ( e.g. , showing interest when one ... punished by their managers . Consider the following examples : Salesman : I just sold ten carloads of tires to BIM ...
... Punishment as a destructive tool Just as managers reinforce destructive behavior ( e.g. , showing interest when one ... punished by their managers . Consider the following examples : Salesman : I just sold ten carloads of tires to BIM ...
Page 77
... punish inef- fective responses ? When their frequency indicates they have gone beyond the bounds of reality . This decision is the man- ager's responsibility ; no one else will or can make it . If more managers punished meek , passive ...
... punish inef- fective responses ? When their frequency indicates they have gone beyond the bounds of reality . This decision is the man- ager's responsibility ; no one else will or can make it . If more managers punished meek , passive ...
Page 97
... punishment of nonwork behavior . Con- sequently , many people experience guilt feelings when they are not engaged in pro ... punished , sometimes severely . In an effort to have more people use mass transit , government officials do ...
... punishment of nonwork behavior . Con- sequently , many people experience guilt feelings when they are not engaged in pro ... punished , sometimes severely . In an effort to have more people use mass transit , government officials do ...
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 |