Managing People, Influencing Behavior |
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Page 32
... subor- dinate is indecisive because the subordi- nate fears he might encounter dissension or an argument if he commits himself to a judgment in front of other people . The man- ager , therefore , must pair " dissension and arguments ...
... subor- dinate is indecisive because the subordi- nate fears he might encounter dissension or an argument if he commits himself to a judgment in front of other people . The man- ager , therefore , must pair " dissension and arguments ...
Page 59
... subor- dinates and rarely gave out reinforcers , " extinction anger " will be minimized when the new manager takes over . ( Of course , other factors may be involved as well . The new manager , for example , may use too many aversive ...
... subor- dinates and rarely gave out reinforcers , " extinction anger " will be minimized when the new manager takes over . ( Of course , other factors may be involved as well . The new manager , for example , may use too many aversive ...
Page 131
... subor- dinates . This impact may be effective or noneffective but it is intrinsic to a mana- gerial position ; it cannot be avoided . SUMMARY The points put forth in this chapter have been placed in the context of a performance review ...
... subor- dinates . This impact may be effective or noneffective but it is intrinsic to a mana- gerial position ; it cannot be avoided . SUMMARY The points put forth in this chapter have been placed in the context of a performance review ...
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 |