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LDR - 302S ORGANIZATIONAL CULTURE (SNCOA TEST 2) QUESTIONS WITH COMPLETE ANSWERS!!
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LDR - 302S ORGANIZATIONAL CULTURE (SNCOA TEST 2) QUESTIONS WITH COMPLETE ANSWERS!!
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LDR - 302S Organizational Culture.Changing organizational systems and procedures BEST describes which of
the following embedding mechanisms, which serve as the conscious and
subconscious ways of forming organization culture?: Transform the culture
2.In an article by Chaplain Kenneth R. Williams, he used a formulaic model to calculate the approximate monetary costs of toxic behavior in an organi- zation. The formula calculated costs for worrying, physical and mental health, absenteeism, avoidance, and conversations with co-workers. Which of the five effects of toxic leadership measured caused the LEAST financial impact for the organization?: Cost of absenteeism
3.Treating each individual with dignity and fairness, with the operational premise that you treat others in concert with the way you would like to be treated BEST defines which of the following?: Respectful engagement
4.Toxicity: pattern of combined, counterproductive behaviors
encompassing not only harmful leadership but also abusive supervision, bullying, and workplace incivility, involving
leaders, peers, and direct reports as offenders, incorporating six specific behaviors (see table):
Behaviors: LDR - 302S Organizational Culture
.shaming
2.passive
3.hostility
4.team sabotage
5.indifference negativity
6.exploitation
Toxic personnel are experts in managing upward, simultaneously giving the appear- ance of high performance to their supervisors while abusing others to get ahead; most toxic behavior is passive and "under the radar."
5.Toxic Personnel: highly competent, dedicated to task accomplishment, possess skills or expertise needed by the organization, and at
least appear to be productive in the short term.
experts in presenting an image of high performance to their superiors; they simulta- neously create "a trust tax" that
debits from results
6.Toxic protectors: practice a subtle form of quid pro quo, either having a personal relationship with the toxic person, having a need for LDR - 302S Organizational Culture
3 / power and control that the toxic person's actions feed or benefiting from apparent LDR - 302S Organizational Culture
4 / high performance.
sabotage the organization by ignoring or enabling behaviors that degrade produc- tivity, morale, trust, and cohesion
7.Toxic Behavior - Shaming: Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out mistakes intending to reduce another's self-worth Public embarrassment
8.Toxic Behavior - Passive Hostility: Passive-aggressive behavior redirecting one's anger
inappropriately on a target person or persons
Resenting requests, deliberate procrastination, and intentional mistakes to avoid serving others
Complaints of injustice and lack of appreciation Compliments that veil criticism
Always getting in the last word (punch)
9.Toxic Behavior - Team Sabotage: Meddling to establish one's personal power base, resulting in decreased cohesion and performance
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