Theory Of Planned Behavior And Theory Of Reasoned Action Research Paper

Length: 7 pages Sources: 7 Subject: Teaching Type: Research Paper Paper: #19468067 Related Topics: Accounting Theory, Management Theory, Decision Theory, Theories
Excerpt from Research Paper :

Management Theories

Behavior Management Theories and Applications

The Theory of Planned Behavior & Theory of Reasoned Action

The theory of planned behavior (TPB) is one of the most commonly mentioned and used behavior management theories. It is one of a carefully interrelated family of concepts, which follows a cognitive strategy to describing behavior, which centers on individuals' behavior and values. The TPB progressed from the Theory of Reasoned Action, which posited intention to act as the best forecaster of behavior. The intention is itself a result of the mixture of attitudes towards behavior (Dunlap, 2012). That is a good or bad assessment of the behavior and its predicted results, and very subjective standards, which are the social pressures used on a person as a result of their views of what others think they should do and their tendency to adhere to these. The TPB included a third set of aspects as influencing intention (and behavior); perceived behavioral management. This is the perceived difficulty or ease with which the person will be able to execute or bring out the behavior, and is very just like thoughts of self-efficacy.

The TPB is designed for forecasting behavior and retrospective evaluation of behavior. It has been commonly used in regards to education. Proof indicates that the TPB can estimate 20-30% of the difference in behavior introduced via teaching methods, and a higher percentage intention (Hughes & Hall, 2009). Powerful connections are revealed between behavior and both the attitudes toward the behavior and expected behavioral management elements of the concept. Up to now, only poor connections have been created between behavior and very subjective standards. However, this problem is most likely to be methodological, and the few studies, which calculated very subjective standards properly, demonstrate reasonably strong connections with behavior. The TPB is not regarded as useful or effective in regards to preparing and developing the teaching methods that will result in behavior change. Using the concept to describe and estimate likely behavior may, be a useful method for determining impacts on behavior that could be targeted for change (Wilmshurst, 2005). Even when writers use the TPB to create parts of teaching approaches, they seem to see the concept as most useful in determining cognitive targets for change than in providing recommendations on how these cognitions might be modified.

The Health Belief Theory

The health belief theory (HBT) is a cognitive concept that posits that behavior is identified by a variety of values about the risks to a person's well-being and the efficiency and results of activities or behaviors. Some elements of the theory characterize the idea of self-efficacy together with these beliefs about actions. These beliefs are further formulated by additional stimulating elements known as 'cues to action,' which induce real adopting of behavior. The perceived risk is at the center of the HBT as it is connected to an individual's 'readiness' to take action. It includes two sets of beliefs about an individual's perceived vulnerability or weaknesses to a risk and the degree of the predicted repercussions that may result from it. The perceived advantages associated with behavior, that is its likely efficiency in decreasing the risk are compared to the perceived expense of and adverse repercussions that may result from it (perceived barriers), such as the adverse teaching methods, to determine the overall level to which the behavior is valuable. The person's perceived potential to adopt the behavior (their self-efficacy) is a further key part of the theory. Lastly, the HBT recognizes two kinds of 'cue to action'; internal, which in the learning includes signs of lack of understanding, and exterior, such as the consumption of other information. These hints affect the understanding of risk and can induce or sustain behavior (Hughes & Hall, 2009).

Of course, the reverse of this is also true. When an individual interprets a risk as not serious or themselves as unsusceptible to it, they are unlikely to embrace mitigating behaviors. Low advantages and high cost can have the same effect. Various opinions and summaries on the theory are available. Although created and developed in the learning perspective, the HBT has been used in the analysis of other kinds of behavior, such as recycle and is most appropriate for describing or forecasting styles of behavior. However, formal reviews have identified that it has poor predictive power, indicating it can predict only around 10% of the behavioral difference (Wolfendale, 2010). Literary works indicate that, of the HBT's elements, perceived limitations are the most important in identifying behavior. The two recognized criticisms of this design are that its elements and guidelines about their interrelationships are not well described. In addition, it does not include social or financial or subconscious (habitual)...

...

However, these theories should not be completely ignored because of this. The personal designs of behavior are highly user-friendly, obvious and precise especially when regarded against the rather shadowy and dissipate effects of social components and technological innovation that are often very difficult to recognize. Furthermore, it is clear that a personal agent to play some (variously strong) part in determining upon or selecting their behavior.

Therefore, most theories of behavior change that concentrate on personal, cognitive procedures and choices greatly ignore the effect of social environments. This seems to be mostly an impact of the complexes associated with measuring social aspects. There is a propensity to view society as an externality, which may bring people to the decision-making procedure, but which is not as such a part of the psychological accounting that comprises that procedure - and thus, not of interest to psychologists or some economic experts. However, social 'pressures' or 'context' again clearly do play a role in identifying behavior. Whether conceptualized as a stress experienced and prepared by a personal decision maker, or as a perspective, which unconsciously creates and decides individuals' activities, society does have an effect on the organization or power of the people (Wolfendale, 2010). Teaching strategies must deal with both the person as a decision-maker and their whole social perspective. This means that several approaches are likely to be required for the effective promotion of maintainable behaviors. Indeed, this comprises the weight of opinion originating from the evaluative proof regarding interventions to impact behavior.

Thoughts of control cut across several behavior theories. If a person considers they cannot do something, either because of their limited personal skill or knowledge, or due to their limited environment, or if they feel that an alternative action is easier, they are unlikely to do it. Although this understanding comes mainly from cognitive theories, this need not be limited to conscious notions of 'doability' or control. Clearly, the do-ability is associated in many ways to the extent across a society - how much it is known as do-able, practiced or recognized. Having said this, interventions can likely be similar in each situation. Reactions must increase the real and recognized 'doability' of maintainable behaviors. This includes promoting maintainable behaviors as attractive and culturally appropriate, eliminating the limitations to them, and supporting in the spread of innovation. The behaviors must also be effective and meaningful (Wolfendale, 2010).

Several theories recognize risks or threats as a critical effect on behavior, whilst others are problem-oriented. Most theories recognize these as some cues to behave in a certain way, to modify behavior or, at least, to reflect on behavior. In order to influence behavior, threats or issues need to be 'real' in the sense of immediate and with the potential to have a real effect on a person's results, livelihood or lifestyle. The idea of efficiency as outlined by some theories becomes appropriate here as interventions, or new behaviors, need to address these 'real' threats (Hughes & Hall, 2009). The response must, focus on dealing with threats, risks or issues experienced by persons with exceptional studying needs, and on communicating and explaining them properly and in a meaningful manner.

Alongside the material viewpoint to teaching and learning, some behavioral theories and behavior change highlight the effect of technical innovation on behavior and the role of the advancement as an agent of change. Essentially, the established technical innovation can in perpetuate non-maintainable behaviors by adhering to the given learning scales and models. Innovation can foster substitute behaviors, some of which may fill a given niche need, but consequently spread to replace or challenge prominent technical innovation (so-called 'disruptive' innovation). Reactions must enhance technical innovation and spread whilst challenging the established technical innovation use that perpetuates and behavior. Technology and abilities are a key aspect of training and learning sector and are often regarded scarce (Florian & Hegarty, 2007). Hence, the technical innovation and abilities utilized in the industry can be regarded relatively narrow and specialized. In fact, many are connected in certain ways of educating individuals with exceptional studying abilities. Theories from this viewpoint…

Sources Used in Documents:

References

Dunlap, L.L. (2012). What all children need: Theory and application. Lanham, Md: University Press of America.

Ellis, S. & Tod, J. (2013). Behaviour for Learning: Proactive Approaches to Behaviour Management. New York: Routledge.

Florian, L., & Hegarty, J. (2007). ICT and Special Educational Needs. Maidenhead: McGraw-Hill International (UK) Ltd.

Henley, M. (2010). Classroom management: A proactive approach. Boston: Pearson.


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