Managing People, Influencing Behavior |
From inside the book
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Page 107
... tone of voice with appropriate inflection No variable is more important in eliciting spontaneous behavior from an interviewee than is the interviewer's tone of voice . Un- fortunately , no variable is more difficult to master . Since ...
... tone of voice with appropriate inflection No variable is more important in eliciting spontaneous behavior from an interviewee than is the interviewer's tone of voice . Un- fortunately , no variable is more difficult to master . Since ...
Page 157
... tone of voice as , 17-18 turning neutral stimulus into , 10 " you " pairings as , 17 Rejection as reinforcer , 14-15 Repetitious response patterns , 90-91 Response , 26 decreased ... Tone of voice - cont'd in interview , 107 as Index 157.
... tone of voice as , 17-18 turning neutral stimulus into , 10 " you " pairings as , 17 Rejection as reinforcer , 14-15 Repetitious response patterns , 90-91 Response , 26 decreased ... Tone of voice - cont'd in interview , 107 as Index 157.
Page 158
... Voice , tone of used in criticism of subordinate in performance review , 124 facial - body gestures and , as reinforcers and aversive stimuli , 17-18 in interview , 107 W Wife versus manager , 19-20 Winning as aversive stimulus , 15 ...
... Voice , tone of used in criticism of subordinate in performance review , 124 facial - body gestures and , as reinforcers and aversive stimuli , 17-18 in interview , 107 W Wife versus manager , 19-20 Winning as aversive stimulus , 15 ...
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 |