Question

1) Discuss the difference between intrinsic and extrinsic motivation. 2) What are various sources of leadership power? Explain each briefly. 3) Explain each of the following terms: -Empowerment: -Synergy - Informal groups: -Social loafing: 4) List the stages of group development and explain each briefly. 5) What is a communication barrier and what are various forms of barriers to communication? Discuss briefly. 6) What kinds of nonverbal communication are common in Turkish society? Explain with some examples that you will pick from your own experience in this culture.

Answer 1

Answering the first 4 questions as per Chegg's guidelines.

1. Intrinsic motivation is when a person does something because they want to, find it interesting or enjoy it. The motivation is from within and that drives the person to perform an action that they then find pleasurable. The reward in this case is an internal and personal enjoyment. An example is playing sports, a cricket player who loves to play will go out for a game even on a day when he is tired because his motivation is self-driven. Extrinsic motivation is when a person does something to either avoid a negative consequence or because it involves an external reward. The motivation is externally driven and causes people to take up activities that promise a reward later. e.g. working in a job you do not like but that offers a good paycheck. Intrinsic motivation can be better in some cases as it creates a willingness in an individual to do hard or difficult tasks (rowing, mountain climbing), however extrinsic motivation can be preferable in other areas to keep individuals from only doing tasks they want to e.g. drinking too much alcohol is bad for you so people will keep to a limit to ensure their body is not harmed. Intrinsically a person might want to keep drinking but extrinsically they will refrain to obtain a benefit to their health.

(Benabou, Tirole, 2003)

2. The five sources of leadership power are :

- Legitimate : This is given to a person based on their role or position in the firm. The hierarchies in an organisation define legitimate power within the organisation, e.g. CEO reports to Board, Senior management reports to CEO etc. This power is provided by the organisation in the form of promotions or placements (internal or external), where the owner has legitimately earned the power.

- Reward : This power belongs to those who can dole out rewards such as incentives and compensation. The rewards can be monetary (salary hikes, bonuses) or non-monetary (awards, recognition). Different people prefer different types of rewards and so can perceive this power in different individuals, most however are likely to be in a supervisory position. Having reward power can ensure that others are willing to do what the leader is asking of them e.g. an incentive of a free trip to Paris can make Sales teams work harder during the year.

- Coercive : Some power can be wielded in the form of a threat of punishment rather than a reward. In this case, the fear of being punished by a higher power will push people to change their behaviour. e.g. if managers punish those who leave work early, then workers might stay later hoping to avoid that.  

- Referent : This power is given to those who are admired and respected in the organisation. These people, while not in a supervisory position, can still influence others such as juniors or peers. This is the reason that people try to build strong networks in their professional careers so that the influence of the well-known and well-liked people can be used to affect decisions or activities. e.g. long term employees will enjoy certain benefits that new employees might not such as preferential parking.

- Expert : This power is earned through being an expert in a field, and this respect from others can provide a strong influence due to higher education levels, longer experience, critical certifications etc. An expert will have power because of some recognised talent and abilities in a specific field.

(ClickMeeting blog, 2014)

3.

Empowerment : is a social process by which individuals can gain/have control over their own lives and actions. It fosters the feeling of power in individuals to be in charge of their own lives and communities by allowing them to act as they choose in important matters. It is the idea of power within a person that is based on their ability to do/think/choose as they see fit.

Synergy : is when the sum of the individual efforts is less than the group's combined effort. In a well-functioning group, the synergy from all team members generating a positive contribution for a common objective can lead to a greater amount of contribution for the group. Basically, the sum of the whole is greater than the sum of the parts.

Informal groups : are created due to social and psychological reasons that draw people together. It could be a combined love or hate of an issue (e.g. dog lovers) or a common objective (e.g. weight loss group). Members of such groups can start to behave similarly due to the influence of other members in the group.

Social loafing : is a tendency of people to put less effort into a task when in a group rather than when they have to do it alone. Because of a group structure, individuals can perceive that the sum of the effort will be much greater and so choose to lower their contribution in the hope that others will balance it out.

4. According to Brian Tuckman, there are five stages in group development :

- Forming : is when the group is first created. The members are just starting to know and understand the others in the group. In an effort to be accepted, members will tend to avoid conflict and controversy. Group members can be a little anxious here as to the unknown other members and future interactions.

- Storming : is when members start interacting with one another. In this stage, there can be conflict as diverse ideas and philosophies start to become evident. Team roles can start to emerge here, e.g. clear leaders can be seen as ones who take charge. People will tend to gravitate to roles they prefer.   

- Norming : is when the members have now settled into their prescribed roles and the roles of other members of the team. Everyone is now more comfortable and able to be productive. There is no/low conflict as all members understand their part in the group.

- Performing : is when the group starts to really come together to function as a team. Group members know each other well and can work together for the achievement of a common goal. This is when the group performs the best creating synergy that makes their combined efforts more potent than their individual efforts.

- Adjourning : is when the group is terminating and the members separate from each other. Once the reason for the group formation is completed, the group will adjourn or disband. Groups can feel a sense of loss in this stage, to be separating from other group members.

(Business Jargons)

References :

Benabou, Roland., Tirole, Jean (2003) Intrinsic and Extrinsic Motivation. The Review of Economic Studies 70(3) .

Busines Jargons. Stages of Group Development.

ClickMeeting blog. (2014) The 5 Sources of Power in an Organization.