Managing People, Influencing Behavior |
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Page 62
... question . When the an- swer has been fully given , ask a question on an entirely different topic ( extinction ) . Re- peat several times . Examine the feelings of the person giving the answers . 3. Ask three people a question . After ...
... question . When the an- swer has been fully given , ask a question on an entirely different topic ( extinction ) . Re- peat several times . Examine the feelings of the person giving the answers . 3. Ask three people a question . After ...
Page 69
... question or quiet grimace . AVOIDANCE LEARNING Avoidance learning is a quick and certain way of changing behavior . It also accounts for many problems people experience when dealing with each other . It is subtle and frequently ...
... question or quiet grimace . AVOIDANCE LEARNING Avoidance learning is a quick and certain way of changing behavior . It also accounts for many problems people experience when dealing with each other . It is subtle and frequently ...
Page 106
... Questions such as " I haven't heard of that company - what do they do ? " are the sort one would ask another person at a party . If this type of question is asked sincerely , the interviewee will feel the in- terviewer has " left the ...
... Questions such as " I haven't heard of that company - what do they do ? " are the sort one would ask another person at a party . If this type of question is asked sincerely , the interviewee will feel the in- terviewer has " left 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 |