Managing People, Influencing Behavior |
From inside the book
Results 1-3 of 27
Page 46
... talk about . When a guy gives up twenty - five years of his life and then has the company put him out in the street ... talking about you and how well you were doing . You're one of the best salesmen we have and nobody questions that ...
... talk about . When a guy gives up twenty - five years of his life and then has the company put him out in the street ... talking about you and how well you were doing . You're one of the best salesmen we have and nobody questions that ...
Page 62
... talk to the class on any topic . Have one side of the class watch the lecturer and the other side never look at him . Which side does he end up talking to ? What are his feelings ? 2. Ask your partner a question . When the an- swer has ...
... talk to the class on any topic . Have one side of the class watch the lecturer and the other side never look at him . Which side does he end up talking to ? What are his feelings ? 2. Ask your partner a question . When the an- swer has ...
Page 143
... talk to him about it this afternoon . ( An attempt to stop the presentation of aversive stimuli by the manager ) Manager : Talk to him ? What the hell good is that going to do ? We've already talked to him twenty times about it . ( The ...
... talk to him about it this afternoon . ( An attempt to stop the presentation of aversive stimuli by the manager ) Manager : Talk to him ? What the hell good is that going to do ? We've already talked to him twenty times about it . ( 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 |