Managing People, Influencing Behavior |
From inside the book
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Page 18
... ( inflection ) and facial- body gestures are the vehicle by which emotions are conveyed . The statement " That was a nice job , " given in an intense , spontaneous , and enthusiastic manner , can be a strong reinforcer ; given in a per ...
... ( inflection ) and facial- body gestures are the vehicle by which emotions are conveyed . The statement " That was a nice job , " given in an intense , spontaneous , and enthusiastic manner , can be a strong reinforcer ; given in a per ...
Page 20
... inflection ) : While you're here , John , there's some question about a difference in the ex- pense report you ... strong reinforcers ; he did , however , pair the behavior pattern of " inconsisten- cies on the expense account " with ...
... inflection ) : While you're here , John , there's some question about a difference in the ex- pense report you ... strong reinforcers ; he did , however , pair the behavior pattern of " inconsisten- cies on the expense account " with ...
Page 44
... strong inflection ) : Excellent point ! I think we had better discuss Joan's idea that our allocation is under- estimated here . John , how do you feel about it ? ( The manager has followed Joan's response with what we will assume is a ...
... strong inflection ) : Excellent point ! I think we had better discuss Joan's idea that our allocation is under- estimated here . John , how do you feel about it ? ( The manager has followed Joan's response with what we will assume is a ...
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 |