Managing People, Influencing Behavior |
From inside the book
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Page 30
... sales manager finds increased sales reinforcing or aversive . He must find out how aversive the sales manager is to his subordinates . Pairings such as these are the precursor to a drop in sales and profits . Managers who do not focus ...
... sales manager finds increased sales reinforcing or aversive . He must find out how aversive the sales manager is to his subordinates . Pairings such as these are the precursor to a drop in sales and profits . Managers who do not focus ...
Page 51
... sales manager and one of his salesmen is too often typical : Sales manager : Mike , you're really not get- ting the sales we need out of your territo- ry . How come ? Salesman : Well , I don't know how you can expect me to get sales ...
... sales manager and one of his salesmen is too often typical : Sales manager : Mike , you're really not get- ting the sales we need out of your territo- ry . How come ? Salesman : Well , I don't know how you can expect me to get sales ...
Page 74
... manager go out on their first sales call together . The sales- man does not use the " canned " approach . The manager and his salesman leave the house and the following interaction takes place : Manager ( angrily ) : I thought I told ...
... manager go out on their first sales call together . The sales- man does not use the " canned " approach . The manager and his salesman leave the house and the following interaction takes place : Manager ( angrily ) : I thought I told ...
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 |