motivational analysis of organizations

Locus of control also indicates an individual’s perception of authority figures.
Internals perceive authority as more encouraging of constructive environmental
manipulation, as more supportive when difficulty is encountered, as more positively
reinforcing, as having more predictable standards, and as acting more on and from issueoriented
reason (Ferguson & Kennelly, 1974). The fact that internals perceive authority
figures more positively tends to affect their behavior as managers (as authority figures to
their subordinates and as subordinates of others in the organizational hierarchy).
Rotter (1966) states that “theoretically, one would expect some relationship
between internality and good adjustment in our culture but such a relationship might not
hold for extreme internal scores.” The extremely internalized person may be selfflagellating,
while the extremely externalized person may blame outside factors as a
defense against admitting personal inadequacies. Extreme externals may be passive in
environmental difficulties, resulting in maladjustment to society.
CHANGING THE LOCUS OF CONTROL
Any behavior that is learned can be changed. Locus of control is socially learned
behavior. The conditions for change include: (a) a desire to change, (b) clarity about the
direction of desired change, (c) a clear idea of the present condition, and (d) knowledge
of the process or mechanisms of change. Professionally led training programs can help
people to change by pointing out the implications of external and internal orientations;
by facilitating self-awareness, feedback, and assessment; and by providing mechanisms
for change.
It may be hypothesized that change from an external locus of control to an internal
one is more time consuming and difficult than change from an internal locus to an
external one. Episodic events and frustrating experiences can lead a person to become
more external, and such events occur continually in life. However, it is possible to
design organizational processes that reinforce and encourage internalism. Internalism
can be fostered through training, through specific reward systems, and through
experiences of personal success (Pareek, 1982).
THE ENTREPRENEURIAL ORIENTATION INVENTORY
The Entrepreneurial Orientation Inventory measures the extent to which a person is
internally or externally oriented in relation to various entrepreneurial activities. This
instrument is intended to help respondents to assess their own degrees of externalism or
internalism. The instrument is designed to provide self-feedback to entrepreneurs,
potential entrepreneurs, and trainers of entrepreneurs in a variety of settings. The
instrument was developed and has been used by the author during a series of training
programs for potential entrepreneurs and trainers of entrepreneurs.
Those who score high on entrepreneurial internality are those who believe that
entrepreneurs can shape their own destinies through their own capabilities and efforts.
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The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer