Managing People, Influencing Behavior |
From inside the book
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Page 10
... reinforcing to people in other societies . The question is , how does a neutral stimulus become a reinforcer or an aversive stimulus ? Any stimulus paired or ... reinforcer or aversive stimulus, Diagnosing oneself, Focusing on others,
... reinforcing to people in other societies . The question is , how does a neutral stimulus become a reinforcer or an aversive stimulus ? Any stimulus paired or ... reinforcer or aversive stimulus, Diagnosing oneself, Focusing on others,
Page 16
... reinforcing or aversive to a given individual . In private in- dustry , the basic function of a salesman is to make his company and its product or ser- vice reinforcers to a given customer , and salesmen often feel they are doing an ...
... reinforcing or aversive to a given individual . In private in- dustry , the basic function of a salesman is to make his company and its product or ser- vice reinforcers to a given customer , and salesmen often feel they are doing an ...
Page 34
... reinforcing , or aversive to differ- ent people . " Increased profits " may be quite reinforcing to a chief executive officer , of little concern ( neutral ) to many people in the company , and even aversive to some in the company ...
... reinforcing , or aversive to differ- ent people . " Increased profits " may be quite reinforcing to a chief executive officer , of little concern ( neutral ) to many people in the company , and even aversive to some in the company ...
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 |