Managing People, Influencing Behavior |
From inside the book
Results 1-3 of 46
Page 54
... result of rational , logical anal- ysis ; it is , rather , the result of reinforced shaping by the manager . The subordinate's response has been shaped from one of ten- tative choice ( favoring trucking ) to the point at which there is ...
... result of rational , logical anal- ysis ; it is , rather , the result of reinforced shaping by the manager . The subordinate's response has been shaped from one of ten- tative choice ( favoring trucking ) to the point at which there is ...
Page 80
... result of mascu- line behavior patterns having been rein- forced . " Macho " behavior that is overly in- tense , overly frequent , and inappropriate is usually the result of " nonmasculine " be- havior having been punished ( ridiculed ...
... result of mascu- line behavior patterns having been rein- forced . " Macho " behavior that is overly in- tense , overly frequent , and inappropriate is usually the result of " nonmasculine " be- havior having been punished ( ridiculed ...
Page 105
... result . Howev- er , his behavior during the interview may be nothing like his behavior on the job . A high rate of turnover is the result . An inter- view should precede any other step in the selection - promotion process . Indeed ...
... result . Howev- er , his behavior during the interview may be nothing like his behavior on the job . A high rate of turnover is the result . An inter- view should precede any other step in the selection - promotion process . Indeed ...
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 |