Managing People, Influencing Behavior |
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Page 14
... tion are strong reinforcers to her . ( The pur- pose of this example is to show the wide range of reinforcers , not to elicit an angry reaction from women . ) Attention from his mother is a strong re- inforcer to a child . ( Bijou and ...
... tion are strong reinforcers to her . ( The pur- pose of this example is to show the wide range of reinforcers , not to elicit an angry reaction from women . ) Attention from his mother is a strong re- inforcer to a child . ( Bijou and ...
Page 77
... tion is , " What behavior on the subordinate's part immediately preceded the cessation of the manager's aversive stimulus ? " Let us apply it in the following example : Manager : When do you think you'll have that report finished ...
... tion is , " What behavior on the subordinate's part immediately preceded the cessation of the manager's aversive stimulus ? " Let us apply it in the following example : Manager : When do you think you'll have that report finished ...
Page 102
... tion . Despite the fact that the two functions were essentially similar in that they both dealt with the same product lines , the man became an alcoholic within six months . This was because he had moved from a friendly , " calling ...
... tion . Despite the fact that the two functions were essentially similar in that they both dealt with the same product lines , the man became an alcoholic within six months . This was because he had moved from a friendly , " calling ...
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 |