Managing People, Influencing Behavior |
From inside the book
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Page 101
... tell him results are going to be disappointing and action is required , rather than waiting for the results themselves to tell him there are problems . The techniques of good interviewing should be used by the manager daily in his ...
... tell him results are going to be disappointing and action is required , rather than waiting for the results themselves to tell him there are problems . The techniques of good interviewing should be used by the manager daily in his ...
Page 105
... tell me a little about your business background ? " or " How was the company ? " or " What was the atmosphere of the com- pany at that time ? " or " Was the atmo- sphere of that company different from the other one you worked for ...
... tell me a little about your business background ? " or " How was the company ? " or " What was the atmosphere of the com- pany at that time ? " or " Was the atmo- sphere of that company different from the other one you worked for ...
Page 106
... tell us a good deal . His as- sessments rather than his enumeration of past experiences can tell us , for example , whether or not he is decisive , hypercritical , or too detail - oriented . They can tell us which situations and types ...
... tell us a good deal . His as- sessments rather than his enumeration of past experiences can tell us , for example , whether or not he is decisive , hypercritical , or too detail - oriented . They can tell us which situations and types ...
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 |