To successfully provide a comprehensive analysis and recommendation for the communication problem encountered in CRG, it is important to first identify the nature and cause of this problem4.2.1. MotivationBeing human, validation in the form of motivation is essential to help push our performance in both competitive and non-competitive environments. Motivation can be described as the driving force that allows individuals to achieve their goals. According to the performance expectancy model proposed by Porter and Lawler (1968) (cited in Brooks, 2009) a perceived influence of intrinsic or extrinsic reward can help increase motivation. Intrinsic motivation describes motivation driven by personal interest in the task while extrinsic motivation describes individuals who require external stimuli such as higher wages to achieve their goals. Applying this theory to CRG, employees in the United States appear to be motivated primarily by extrinsic factors, thus wanting to reach the highest level possible, raise their salary range, or be promoted as quickly as possible. These factors, combined with the work environment and company status, provide job satisfaction and cause employees to stay with the company for a minimum of 2 to 20 years. The Director in the United States strengthens the presence of managerial authority within CRG. These managers are seen to praise and motivate employees through gestures such as bringing snacks for workers or sending praise via email. This encourages friendly competition between employees and ensures that the team works to the best of their abilities. After speaking with team members in the India office, there seems to be a lack of direction. Without the physical presence of an individual with high hierarchical authority......middle of paper......cro-managed. The PD team in New York is led by a director with over 15 years of experience and has a participative leadership style. On the other hand, the director who manages the IT team is located in the United States, while the on-site manager is a much lower-ranking employee in an associate position who does not have the level of knowledge or experience of a higher-ranking employee . This causes the IT team leader to use a more delegating leadership style. Constraints such as time differences make it difficult to actively monitor the work done by the IT team. Due to the low rank of the interim head of the IT team, a more authoritative style is used which can demotivate the team or create hostility and conflict within the team due to low levels of seniority among team members, consequently affecting about their interaction with the PD team in the United States.