Managing People, Influencing Behavior |
From inside the book
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... stimu- lus and reinforces a constructive plan of action ) Subordinate : Do you really think I'd be bet- ter off without the people though ? We're under a tight schedule . Manager : Not tight enough to carry incom- petent people on the ...
Page 131
... stimu- lus that is reinforcing to Jim . In effect , he must be ready to shape , through the appro- priate use of reinforcers , his subordinate's constructive behavior . Without doubt , this is a complex task . No one expects the man ...
... stimu- lus that is reinforcing to Jim . In effect , he must be ready to shape , through the appro- priate use of reinforcers , his subordinate's constructive behavior . Without doubt , this is a complex task . No one expects the man ...
Index
... stimu- li in , 130 principles governing , 121-130 purpose of , 121 rapport in , 121-122 reinforcers to subordinate in , 122-123 self - defeating policies in , 120-121 shortcomings of , 120 silence during , 125 Periodic reinforcement ...
... stimu- li in , 130 principles governing , 121-130 purpose of , 121 rapport in , 121-122 reinforcers to subordinate in , 122-123 self - defeating policies in , 120-121 shortcomings of , 120 silence during , 125 Periodic reinforcement ...
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 |