Managing People, Influencing Behavior |
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Page 51
... Sales managers , for instance , often agree with their superiors that the attitudes of their salesmen toward ... call go on United Corporation ? Salesman : Not good . Sales manager : How come ? Salesman : Those people run one of the most ...
... Sales managers , for instance , often agree with their superiors that the attitudes of their salesmen toward ... call go on United Corporation ? Salesman : Not good . Sales manager : How come ? Salesman : Those people run one of the most ...
Page 69
... sales report in here and I want it on time ! Maybe we should start looking at whether or not you need a company car since we don't know if you're making sales calls ! ( Punishment ) The manager has paired a question on sales call ...
... sales report in here and I want it on time ! Maybe we should start looking at whether or not you need a company car since we don't know if you're making sales calls ! ( Punishment ) The manager has paired a question on sales call ...
Page 74
... sales pitch " and orders him to memorize it word for word and use it on his sales calls . Be- cause of his ... call together . The sales- man does not use the " canned " approach . The manager and his salesman leave the house and the ...
... sales pitch " and orders him to memorize it word for word and use it on his sales calls . Be- cause of his ... call together . The sales- man does not use the " canned " approach . The manager and his salesman leave the house and 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 |