anthony j. reilly

Bio: anthony j. reilly is an academic researcher. The author has contributed to research in topics: Likert scale & Social learning theory. The author has an hindex of 4, co-authored 9 publications receiving 348 citations.

SOCIAL LEARNING THEORY Albert Bandura Englewood Cliffs, N.J.: Prentice-Hall, 1977. 247 pp., paperbound:

Abstract: This is an important book. Unfortunately, it is not very readable. Except for the jargonistic academic style, the presentation would be lively and often exciting. The author is one of the best known and most respected social psychologists in the United States; the book is an integration of his most recent research and thought. Bandura’s aim is to integrate behaviorism with cognitive theory, explaining how people learn to behave. He rejects the &dquo;pure&dquo; Skinnerian view (sometimes called &dquo;radical behaviorism&dquo;), noting that &dquo;theorists who exclude the capacity for self-direction from their view of human potentialities restrict their research to external sources of influence.&dquo; Behaviorists will, of course, reject Bandura’s approach and argue that a purely behavioristic (noncognitive process) model does not necessarily assume that individuals learn only by overt behavioral experience of rewards and punishments. Bandura goes beyond direct experience by specifying three additional processes: vicarious learning (by observing); symbolic functioning (learning through conceptualization) ; and self-regulatory processes (learning through self-direction, for example, rewarding oneself for certain behavior). Bandura deals with &dquo;antecedent determinants&dquo; of behavior, that is, environmental stimuli that &dquo;indicate which outcomes particular actions are likely to produce.&dquo; In other words, expectations are created,

Carl Rogers On Personal Power: Inner Strength and Its Revolutionary Impact Carl R. Rogers New York: Delacorte Press, 1977. 299 pp., paperbound

Abstract: sees it, but on its political implications as well. As I read the book, I was reminded of Will Schutz’ Here Comes Everybody, an earlier treatise on the impact of the human potential movement on social change. Dr. Rogers’ central premise is that the person-centered approach to therapy, education, and life is helping more and more people realize their inherent power to make their lives meaningful experiences of growth and change rather than attempting to force themselves into impossible models of &dquo;perfection&dquo; determined by social institutions. Authoritarian institutions take heed; church, education, military, government, industry, and family beware-a &dquo;quiet revolution&dquo; is taking place. People are achieving the heady experience of taking total responsibility for their own lives. This test of real &dquo;freedom&dquo; tends to

THE SEASONS OF A MAN'S LIFE Daniel J. Levinson, with Charlotte N. Darrow, Edward B. Klein, Maria H. Levinson, and Braxton McKee New York: Alfred A. Knopf, 1978. 363 pp., hardcover:

Abstract: or very bad shape I think that any programmed approach has a good chance of blowing up, especially when it is aimed at uncovering the problems directly and in detail. Thus, I would limit my approval of this program to groups that are appropriate development (rather than treatment) targets. Finally, I must sadly report that I cannot recommend this program for even such cases as just described. The cost is simply unreasonably high. For 184 pages in a mediocre-quality three-ring looseleaf binder, I feel $75 is an outrage, especially when the authors and publisher clearly expect every team member to buy a copy. Even worse, though, is the facilitator’s manual, a fifty-two-page staple-bound three-hole punched little booklet that retails for $50. (It also includes a copy of the bibliography, which is out of date, occasionally inaccurate, and, along with the footnote references in the text, includes too many readings that a manager would find hard, if not impossible, to obtain.) In summary, the authors have produced a good package that, when appropriately applied, could have meaningful benefits for some work teams. Unfortunately, it is priced for far more than it is worth.

Management Development and Training Handbook Bernard Taylor and Gordon L. Lippitt New York: McGraw-Hill, 1975. 650 pp., $25, hardbound

Abstract: Edited by two prominent authors and consultants in the United Kingdom and the United States, this book purports to give a broad overview of helpful techniques and insights into the gamut of professional approaches related to the design and/or implementation of management training, development, and OD. A number of basic questions are addressed by forty-two experts from ten countries. Questions range from using audiovisual aids in management training to deciding whether to use T-groups with intact work groups. A major motive for bringing such diverse subjects together is the observation that corporations assume that the managers who are successful in a domestic situation simply carry their effectiveness inside their attach6 cases around the globe. Not so, say the editors. Different attitudes, skills, and knowledge required for effective management within different cultural and societal environments necessitate individually tailored programs for managers working in those places. Increasing intercultural competence is a prerequisite for manager effectiveness when one leaves his own country to manage people in another.

Social Learning Theory and the Health Belief Model

Abstract: The Health Belief Model, social learning theory (recently relabelled social cognitive theory), self-efficacy, and locus of control have all been applied with varying success to problems of explaining, predicting, and influencing behavior. Yet, there is conceptual confusion among researchers and practitioners about the interrelationships of these theories and variables. This article attempts to show how these explanatory factors may be related, and in so doing, posits a revised explanatory model which incorporates self-efficacy into the Health Belief Model. Specifically, self-efficacy is proposed as a separate independent variable along with the traditional health belief variables of perceived susceptibility, severity, benefits, and barriers. Incentive to behave (health motivation) is also a component of the model. Locus of control is not included explicitly because it is believed to be incorporated within other elements of the model. It is predicted that the new formulation will more fully account for health-related behavior than did earlier formulations, and will suggest more effective behavioral interventions than have hitherto been available to health educators.

The motivation to become an entrepreneur

Abstract: Purpose – Since the 1950s, organizational psychology research investigating work‐related motivation has progressed from static content models to dynamic process models. Entrepreneurship research has evolved along a similar trajectory, adapting organizational psychology findings to better understand the motivation to become an entrepreneur. This paper reviews motivation research from both fields, explores some of the commonalities among current theories, and presents a new model of entrepreneurial motivation.Design/methodology/approach – In an exploratory study, the ability of tolerance for risk, perceived feasibility, and perceived net desirability to predict intentions for self‐employment is examined in a sample of 114 undergraduate business students at Florida Gulf Coast University.Findings – Results indicated that tolerance for risk, perceived feasibility and net desirability significantly predicted self‐employment intentions, with an adjusted R2 of 0.528.Research limitations/implications – Because the...

Market, culture and authority: A comparative analysis of management and organization in the Far East.

Abstract: Three frameworks purport to explain industrial arrangements and practices: a market approach that emphasizes economic characteristics, a cultural approach that sees organization as the expression of patterned values, and an authority approach that explains organization as a historically developed structure of domination. The efficacy of each approach is tested in explaining the organizational structures of three rapidly growing East Asian economies: Japan, South Korea, and Taiwan. The paper argues through comparative analysis that organizational growth is best explained by market and cultural factors but that authority patterns and legitimation strategies best explain organizational structure.

Positive psychology in practice

Abstract: buku ini berisi tentang aplikasi perspektif psikologi positif, sejarah dan dasar filsafat, praktek cara hidup sehat, belajar mengajar, positif psikologi dalam bekerja, psikologi positif dalam ruang konsultasi dan lain-lain

A review of expectancy theory and alcohol consumption.

Abstract: Research is reviewed on the association between alcohol outcome expectancies and consumption which has led many to argue that manipulating expectancies might be a route to manipulating consumption for problem prevention and treatment. Studies indirectly and directly evaluating this latter position are reviewed. Expectancies predicting treatment outcome: two studies have shown that the more positive expectancies held at treatment, the poorer is treatment outcome, but five other studies have failed to find this. Three related studies have shown that the more negative expectancies held at treatment, the better the treatment outcome. This evaluation provides evidence inconsistent with the main position for positive expectancy and limited support for negative. Expectancy manipulations and ad libitum consumption: three studies in the laboratory have shown that increasing positive expectancies through word priming increases subsequent consumption and two studies have shown that increasing negative expectancies decreases it. A single study in the field showed a similar relationship. This evaluation provides evidence consistent with the main position but is limited by measuring consumption changes over only 1-2 hours. Prevention programmes with expectancy components: seven projects are reviewed in which positive expectancies were targeted, but only two report an expectancy change analysis and in both cases the expectancy change did not relate to subsequent consumption. This evaluation provides evidence inconsistent with the main position. Expectancy challenge: two related studies are reviewed in which positive expectancy challenges reduce subsequent consumption but changes in expectancy were not evaluated as predictors of consumption change. Two studies are reviewed which found a reduction in positive expectancy following expectancy challenge but no reduction in consumption. One study is reviewed in which when negative expectancy was increased in treatment there was a better treatment outcome at 3 months follow-up than when it was not. This evaluation provides evidence inconsistent with the main position for positive expectancy and limited consistent evidence for negative. It is concluded that the research has still to be done that securely links expectancy manipulations with subsequent changes in consumption, and fulfils the early promise from association studies.