Managing People, Influencing Behavior |
From inside the book
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Page 45
... situations that are similar to that specific situation ( for example , meet- ings ) . This accounts for the fact that people behave differently in different situations . The subordinate who rarely says anything in group meetings may be ...
... situations that are similar to that specific situation ( for example , meet- ings ) . This accounts for the fact that people behave differently in different situations . The subordinate who rarely says anything in group meetings may be ...
Page 127
... situation . In short , the manager will always lose these arguments . More impor- tant , the interaction will no longer center on its proper goal , changing the behavior of the subordinate . By focusing his man- ager's attention on a ...
... situation . In short , the manager will always lose these arguments . More impor- tant , the interaction will no longer center on its proper goal , changing the behavior of the subordinate . By focusing his man- ager's attention on a ...
Page 128
... situation may tone down his sensitivities in that situation , but it will have little effect on his overly sensitive reaction to the hun- dreds of other situations he encounters in which he is treated unfairly . The manager should focus ...
... situation may tone down his sensitivities in that situation , but it will have little effect on his overly sensitive reaction to the hun- dreds of other situations he encounters in which he is treated unfairly . The manager should focus ...
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 |