adjourning stage stage for temporary groups when wrapping up activities and preparing to disband aggressiveness degree to which people are aggressive and competitive rather than easygoing appreciative inquiry attention to detail authentic leaders od technique accentuates the positive it seeks to identify the unique qualities and special strengths of an organization which members can build on to improve performance degree to which employees are expected to exhibit precision analysis and attention to detail know who they are know what they believe in and value and act on those values and beliefs openly and candidly authority refers to the rights inherent in a managerial position to give orders and expect them to be behavioral theories of leadership implies we can train people to be obeyed leaders boundaryless organization eliminating vertical and horizontal boundaries within an organization and break down eternal barriers between the company and its customers and suppliers Seeks to eliminate the chain of command have limitless spans of control and replace departments with empowered teams brainstorming bureaucracy can overcome the pressures for conformity that dampen creativity by encouraging any and all alternatives while withholding criticism characterised by highly routine operating tasks achieved through specialisation strictly formalised rules and regulations tasks grouped into functional departments centralised authority narrow spans of control and decision making that follows the chain of command centralization chain of command refers to the degree to which decision making is concentrated at a single point in the organization Managers make all the decisions and lower level managers merely carry out their directives unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom charismatic leadership theory attribute heroic or extraordinary leadership abilities when they observe certain behaviors coalitions coercive power cohesiveness conformity confrontation consideration consultation enlisting the aid or support of others to persuade the target to agree depends on fear of the negative results from failing to comply Rests on the application or the threat of application of physical sanctions such as the infliction of pain frustration through restriction of movement or controlling by force of basic psychological and safety needs degree to which members are attracted to each other and motivated to stay in the group as a member of a group you desire acceptance by the group part of od problems should be openly confronted not swept under the rug the extent to which a person s job relationships are characterized by mutual trust respect for employees ideas and regard for their feelings increasing the target s support by involving him in deciding how you will accomplish your plan cost minimisation strategy cross functional teams defensive behaviors tightly controls costs refrains from incurring necessary expenses and cuts prices in selling a basic product made up of employees from about the same hierarchical level but different work areas who come together to accomplish a task reactive and protective behaviors to avoid action blame or change departmentalization the basis by which jobs are grouped dependence most important aspect of power is that it is a function of deviant workplace behavior voluntary behavior that violates significant organizational norms and in doing so threatens the well being of the organization or its members diversity the degree to which members of the group are similar to or different from one another dominant culture expresses the core values a majority of members share and that give the organisations its distinct personality driving forces direct behaviour away from the status quo employee oriented leader emphasized interpersonal relationships by taking a personal interest in the needs of employees and accepting individual differences among them five stage group development model environment exchange expert power formalization formal power forming stage groupshift group think includes outside institutions or forces that can affect its performance such as suppliers customers competitors government regulatory agencies and public pressure groups rewarding the target with benefits or favors in exchange for following a request influence wielded as a result of expertise special skill or knowledge characterizes groups as proceeding through the distinct stages of forming storming norming performing and adjourning refers to the degree to which jobs within the organization are standardised based on an individual s position in an organization It can come from he ability to coerce or reward or from formal authority characterized by a great deal of uncertainty about the group s purpose structure and leadership Stage is complete when members have begun to think of themselves as part of a group which describes the way group members tend to exaggerate the initial positions they hold when discussing a given set of alternatives and arriving at a solution describes situations in which group pressures for conformity deter the group from critically appraising unusual minority or unpopular views imitation strategy try both to minimize risk and maximize opportunity for profit moving new products or entering new markets only after innovators have proven their viability impression management the process by which individuals attempt to control the impression others form of them ingratiation using flattery praise or friendly behavior prior to making a request initiating structure innovation the extent to which a leader is likely to define and structure her role and those of employees in the search for goal attainment a more specialised kind of change is a new idea applied to initiating or improving a product process or service innovation and risk taking degree to which employees are encouraged to be innovative and take risks innovation strategy strives to achieve meaningful and unique innovations inspirational appeals institutionalization interacting groups intergroup development developing emotional commitment by appealing to a target s values needs hopes and aspirations it is valued for itself and not for the goods or services it produces members meet face to face and rely on both verbal and non verbal interaction to communicate Od technique seeks to change groups attitudes stereotypes and perceptions about each