Managing People, Influencing Behavior |
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Page 65
David Wilson Thompson. Responses followed by intense aversive stimuli Following a response with a stimulus intensely ... sive to the staff man . He will therefore be- come a more aversive stimulus to the staff man , and this will further ...
David Wilson Thompson. Responses followed by intense aversive stimuli Following a response with a stimulus intensely ... sive to the staff man . He will therefore be- come a more aversive stimulus to the staff man , and this will further ...
Page 78
... stimuli and the minimal use of reinforcers to control their employees ' behavior . Avoidance learn- ing and aversive ... sive stimuli by adopting overly aggressive , almost hostile behavior patterns . Consider the following : Manager ...
... stimuli and the minimal use of reinforcers to control their employees ' behavior . Avoidance learn- ing and aversive ... sive stimuli by adopting overly aggressive , almost hostile behavior patterns . Consider the following : Manager ...
Page 88
David Wilson Thompson. because the listener focuses on the aver- sive stimulus used rather than on the stim- uli being paired with it . In the above state- ments , for example , greater insight is gained when one realizes it is the ...
David Wilson Thompson. because the listener focuses on the aver- sive stimulus used rather than on the stim- uli being paired with it . In the above state- ments , for example , greater insight is gained when one realizes it is 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 |