Managing People, Influencing Behavior |
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Page 10
... speaker has paired the stimulus " George Towers " with a stimulus aversive to the listener . He has made it less likely that the listener will react favorably to George Towers in subse- quent interactions . The opposite effect will take ...
... speaker has paired the stimulus " George Towers " with a stimulus aversive to the listener . He has made it less likely that the listener will react favorably to George Towers in subse- quent interactions . The opposite effect will take ...
Page 12
... speaker who said , " George Towers is trying to discredit you with the rest of the staff , " is pairing himself with the same aversive stimulus he associates with George Towers . The lis- tener may " thank " the speaker for giving him ...
... speaker who said , " George Towers is trying to discredit you with the rest of the staff , " is pairing himself with the same aversive stimulus he associates with George Towers . The lis- tener may " thank " the speaker for giving him ...
Page 17
... speaker . If , on the other hand , the real reinforcer controlling the speaker is " being liked by the other person , " then the compliment will not be genuinely en- thusiastic , a difference the listener will quickly notice . This is ...
... speaker . If , on the other hand , the real reinforcer controlling the speaker is " being liked by the other person , " then the compliment will not be genuinely en- thusiastic , a difference the listener will quickly notice . This is ...
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 |