Managing People, Influencing Behavior |
From inside the book
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... salesman who is prospecting the future customer, this salesman is so excited to explain the product or service they sell, sometimes the salesman without skill is not sure whether the prospect understands to the explanation or not, and ...
... salesman who is prospecting the future customer, this salesman is so excited to explain the product or service they sell, sometimes the salesman without skill is not sure whether the prospect understands to the explanation or not, and ...
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... salesman. When people “like” you, they want to please you. They want to be around you. Take it from me. I sold women's wear to all the big stores, and everyone knew me. They treated me like I was family. They used to say, “Diego's here ...
... salesman. When people “like” you, they want to please you. They want to be around you. Take it from me. I sold women's wear to all the big stores, and everyone knew me. They treated me like I was family. They used to say, “Diego's here ...
Page 27
... salesman's tricks of the trade should be to use questions to initiate the thinking—it—over process during every sales call. On more than one occasion, I was able to observe this salesman use the right questions to cleverly walk his ...
... salesman's tricks of the trade should be to use questions to initiate the thinking—it—over process during every sales call. On more than one occasion, I was able to observe this salesman use the right questions to cleverly walk his ...
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 |