LDR - 302S Organizational Culture t t t t
Studytonlinetatthttps://quizlet.com/_cy8tmm
1. Changing organizational systems and procedures BEST describes which of t t t t t t t t t
the following embedding mechanisms, which serve as the conscious and subc
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onscious ways of forming organization culture?: Transform the culture
t t t t t t t t
2. In an article by Chaplain Kenneth R.Williams, he used a formulaic model to cal
t t t t t t t t t t t t t t
culate the approximate monetary costs of toxic behavior in an organi-
t t t t t t t t t t
tzation.The formula calculated costs for worrying, physical and mental health, ab
t t t t t t t t t t t
senteeism, avoidance, and conversations with co- t t t t t
workers.Which of the five effects of toxic leadership measured caused the LEAS
t t t t t t t t t t t t
T financial impact for the organization?: Cost of absenteeism
t t t t t t t t
3. Treating each individual with dignity and fairness, with the operational pre
t t t t t t t t t t
mise that you treat others in concert with the way you would like to be treated
t t t t t t t t t t t t t t t t
BEST defines which of the following?: Respectful engagement
t t t t t t t
4. Toxicity: pattern of combined, counterproductive behaviors t t t t t
encompassing not only harmful leadership but also abusive supervision, bullying, and w t t t t t t t t t t t
orkplace incivility, involving t t
leaders, peers, and direct reports as offenders, incorporating six specific behaviors (see
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table):
Behaviors:
1. shaming
2. passive
3. hostility
4. team sabotage t
5. indifference negativity t
6. exploitation
Toxic personnel are experts in managing upward, simultaneously giving the appear-
t t t t t t t t t t
ance of high performance to their supervisors while abusing others to get ahead; most to
t t t t t t t t t t t t t t t
xic behavior is passive and "under the radar."
t t t t t t t
5. Toxic Personnel: highly competent, dedicated to task accomplishment, possess ski
t t t t t t t t t
lls or expertise needed by the organization, and at
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least appear to be productive in the short term.
t t t t t t t t
experts in presenting an image of high performance to their superiors;they simulta-
t t t t t t t t t t t t
neously create "a trust tax" that
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debits from results t t
6. Toxic protectors: practice a subtle form of quid proquo, either having a personal relati
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onship with the toxic person, having a need for
t t t t t t t t
power and control that the toxic person's actions feed or benefiting from apparent
t t t t t t t t t t t t
1t/t18
, LDR - 302S Organizational Culture
t t t t
Studytonlinetatthttps://quizlet.com/_cy8tmm
high performance.
t
sabotage the organization by ignoring or enabling behaviors that degrade produc-
t t t t t t t t t t
tivity, morale, trust, and cohesion
t t t t t
7. Toxic Behavior - Shaming: Humiliation, sarcasm, put-
t t t t t t
downs, jabs, blaming Persistently pointing out mistakes intending to reduce another'
t t t t t t t t t t
s self-worth Public embarrassment
t t t
8. Toxic Behavior - Passive Hostility: Passive-
t t t t t
aggressive behavior redirecting one's anger t t t t
inappropriately on a target person or persons t t t t t t
Resenting requests, deliberate procrastination, and intentional mistakes to avoid servin
t t t t t t t t t
g others
t
Complaints of injustice and lack of appreciation Compliment t t t t t t t
s that veil criticism
t t t
Always getting in the last word (punch)
t t t t t t
9. Toxic Behavior - t t
Team Sabotage: Meddling to establish one's personal power base, resulting in decre
t t t t t t t t t t t t
ased cohesion and performance
t t t
Inconsistency: unclear, constantly changing expectations and unpredictable poli- t t t t t t t
cies, procedures, and behaviors
t t t t
Dysfunctional communication: in order to maintain power and control, withholding key i
t t t t t t t t t t t
formation, sharing incomplete information, or sharing partial items of informa-
t t t t t t t t t
tion resulting in each person having incomplete data
t t t t t t t t
10. Toxic Behavior - t t
Indifference: An apparent lack of regard for the welfare of others,
t t t t t t t t t t t
especially subordinates t
Lack of compassion and empathy Excluding
t t t t t t
certain people t
Disinterested in the successes and unsympathetic to the suffering of others t t t t t t t t t t
11. Toxic Behavior - t t
Negativity: A corrosive interpersonal style that has a negative impact on individual and
t t t t t t t t t t t t t t
collective morale and t t
motivation
Malice: cruelty and degradation are more prevalent than kindness Narcissism: un
t t t t t t t t t t
caring abuse of others for personal gain
t t t t t t
12. Toxic Behavior - Exploitation: The perception of getting ahead at the expense of
t t t t t t t t t t t t
others
2t/t18
, LDR - 302S Organizational Culture t t t t
Studytonlinetatthttps://quizlet.com/_cy8tmm
Inequality: tolerating toxic people, who are often highly skilled, but punishing othe
t t t t t t t t t t t
rs
Favoritism: special treatment for a select few N t t t t t t t
epotism: hiring unqualified friends or family t t t t t
Taking credit for other's results and accomplishments
t t t t t t
13. Toxic Organizations: the value of "getting results" becomes the priority, su
t t t t t t t t t t
perseding core values. t t
14. Respectful Enagement: treating each individual with dignity and fairness, with th t t t t t t t t t t
e operational premise that you treat others in concert with the way you would like to be tre
t t t t t t t t t t t t t t t t t
ated
involves behavioral norms of authenticity, affirmation,
t t t t t
attentive listening, transparency, open communication, trust, and mutual support.
t t t t t t t t
enabling conditions and not narrowly on the toxic t t t t t t t
individual whose ingrained behavior is reinforced bya results- t t t t t t t t
rewarding system that tolerates toxicity t t t t
15. targeted feedback: performance improvement plan t t t t
focusing on toxic behaviors and effects on individual and collective performance.
t t t t t t t t t t
Targeted feedback involves t t
identifying the problem by respectfully and nonjudgmentally describing the toxic. behav
t t t t t t t t t t
or; implementing a sequential
t t t
process to target a resolution by clarifying the behavior as a problem; allowing response
t t t t t t t t t t t t t
and discussion; obtaining agreement about the problem, if possible, and brainstorming
t t t t t t t t t t t
ourses of action; and selecting a course of action with goals and
t t t t t t t t t t t
a timeline for regular follow-
t t t t
up.While most people respond positively to feedback, toxic people are resistant,
t t t t t t t t t t t
requiring a specific plan and persistent accountability.
t t t t t t
16. How to detox and create a culture with respect: ConfrontToxic Personnel and The
t t t t t t t t t t t t t
ir Protectors
t
Provide Training in Respectful Engagement
t t t t
17. (VIDEO) 3 Ways to Create a Work Culture that Brings Out the Best in Employe t t t t t t t t t t t t t t
es: 1. Unblock Communication -
t t t t
when we feel like we are unimportant we stop caring as much; invite people to speak up
t t t t t t t t t t t t t t t t t
-causing check-outs/google walkouts t t
2. Become Responsive t
3t/t18
Studytonlinetatthttps://quizlet.com/_cy8tmm
1. Changing organizational systems and procedures BEST describes which of t t t t t t t t t
the following embedding mechanisms, which serve as the conscious and subc
t t t t t t t t t t
onscious ways of forming organization culture?: Transform the culture
t t t t t t t t
2. In an article by Chaplain Kenneth R.Williams, he used a formulaic model to cal
t t t t t t t t t t t t t t
culate the approximate monetary costs of toxic behavior in an organi-
t t t t t t t t t t
tzation.The formula calculated costs for worrying, physical and mental health, ab
t t t t t t t t t t t
senteeism, avoidance, and conversations with co- t t t t t
workers.Which of the five effects of toxic leadership measured caused the LEAS
t t t t t t t t t t t t
T financial impact for the organization?: Cost of absenteeism
t t t t t t t t
3. Treating each individual with dignity and fairness, with the operational pre
t t t t t t t t t t
mise that you treat others in concert with the way you would like to be treated
t t t t t t t t t t t t t t t t
BEST defines which of the following?: Respectful engagement
t t t t t t t
4. Toxicity: pattern of combined, counterproductive behaviors t t t t t
encompassing not only harmful leadership but also abusive supervision, bullying, and w t t t t t t t t t t t
orkplace incivility, involving t t
leaders, peers, and direct reports as offenders, incorporating six specific behaviors (see
t t t t t t t t t t t
table):
Behaviors:
1. shaming
2. passive
3. hostility
4. team sabotage t
5. indifference negativity t
6. exploitation
Toxic personnel are experts in managing upward, simultaneously giving the appear-
t t t t t t t t t t
ance of high performance to their supervisors while abusing others to get ahead; most to
t t t t t t t t t t t t t t t
xic behavior is passive and "under the radar."
t t t t t t t
5. Toxic Personnel: highly competent, dedicated to task accomplishment, possess ski
t t t t t t t t t
lls or expertise needed by the organization, and at
t t t t t t t t
least appear to be productive in the short term.
t t t t t t t t
experts in presenting an image of high performance to their superiors;they simulta-
t t t t t t t t t t t t
neously create "a trust tax" that
t t t t t t
debits from results t t
6. Toxic protectors: practice a subtle form of quid proquo, either having a personal relati
t t t t t t t t t t t t t t
onship with the toxic person, having a need for
t t t t t t t t
power and control that the toxic person's actions feed or benefiting from apparent
t t t t t t t t t t t t
1t/t18
, LDR - 302S Organizational Culture
t t t t
Studytonlinetatthttps://quizlet.com/_cy8tmm
high performance.
t
sabotage the organization by ignoring or enabling behaviors that degrade produc-
t t t t t t t t t t
tivity, morale, trust, and cohesion
t t t t t
7. Toxic Behavior - Shaming: Humiliation, sarcasm, put-
t t t t t t
downs, jabs, blaming Persistently pointing out mistakes intending to reduce another'
t t t t t t t t t t
s self-worth Public embarrassment
t t t
8. Toxic Behavior - Passive Hostility: Passive-
t t t t t
aggressive behavior redirecting one's anger t t t t
inappropriately on a target person or persons t t t t t t
Resenting requests, deliberate procrastination, and intentional mistakes to avoid servin
t t t t t t t t t
g others
t
Complaints of injustice and lack of appreciation Compliment t t t t t t t
s that veil criticism
t t t
Always getting in the last word (punch)
t t t t t t
9. Toxic Behavior - t t
Team Sabotage: Meddling to establish one's personal power base, resulting in decre
t t t t t t t t t t t t
ased cohesion and performance
t t t
Inconsistency: unclear, constantly changing expectations and unpredictable poli- t t t t t t t
cies, procedures, and behaviors
t t t t
Dysfunctional communication: in order to maintain power and control, withholding key i
t t t t t t t t t t t
formation, sharing incomplete information, or sharing partial items of informa-
t t t t t t t t t
tion resulting in each person having incomplete data
t t t t t t t t
10. Toxic Behavior - t t
Indifference: An apparent lack of regard for the welfare of others,
t t t t t t t t t t t
especially subordinates t
Lack of compassion and empathy Excluding
t t t t t t
certain people t
Disinterested in the successes and unsympathetic to the suffering of others t t t t t t t t t t
11. Toxic Behavior - t t
Negativity: A corrosive interpersonal style that has a negative impact on individual and
t t t t t t t t t t t t t t
collective morale and t t
motivation
Malice: cruelty and degradation are more prevalent than kindness Narcissism: un
t t t t t t t t t t
caring abuse of others for personal gain
t t t t t t
12. Toxic Behavior - Exploitation: The perception of getting ahead at the expense of
t t t t t t t t t t t t
others
2t/t18
, LDR - 302S Organizational Culture t t t t
Studytonlinetatthttps://quizlet.com/_cy8tmm
Inequality: tolerating toxic people, who are often highly skilled, but punishing othe
t t t t t t t t t t t
rs
Favoritism: special treatment for a select few N t t t t t t t
epotism: hiring unqualified friends or family t t t t t
Taking credit for other's results and accomplishments
t t t t t t
13. Toxic Organizations: the value of "getting results" becomes the priority, su
t t t t t t t t t t
perseding core values. t t
14. Respectful Enagement: treating each individual with dignity and fairness, with th t t t t t t t t t t
e operational premise that you treat others in concert with the way you would like to be tre
t t t t t t t t t t t t t t t t t
ated
involves behavioral norms of authenticity, affirmation,
t t t t t
attentive listening, transparency, open communication, trust, and mutual support.
t t t t t t t t
enabling conditions and not narrowly on the toxic t t t t t t t
individual whose ingrained behavior is reinforced bya results- t t t t t t t t
rewarding system that tolerates toxicity t t t t
15. targeted feedback: performance improvement plan t t t t
focusing on toxic behaviors and effects on individual and collective performance.
t t t t t t t t t t
Targeted feedback involves t t
identifying the problem by respectfully and nonjudgmentally describing the toxic. behav
t t t t t t t t t t
or; implementing a sequential
t t t
process to target a resolution by clarifying the behavior as a problem; allowing response
t t t t t t t t t t t t t
and discussion; obtaining agreement about the problem, if possible, and brainstorming
t t t t t t t t t t t
ourses of action; and selecting a course of action with goals and
t t t t t t t t t t t
a timeline for regular follow-
t t t t
up.While most people respond positively to feedback, toxic people are resistant,
t t t t t t t t t t t
requiring a specific plan and persistent accountability.
t t t t t t
16. How to detox and create a culture with respect: ConfrontToxic Personnel and The
t t t t t t t t t t t t t
ir Protectors
t
Provide Training in Respectful Engagement
t t t t
17. (VIDEO) 3 Ways to Create a Work Culture that Brings Out the Best in Employe t t t t t t t t t t t t t t
es: 1. Unblock Communication -
t t t t
when we feel like we are unimportant we stop caring as much; invite people to speak up
t t t t t t t t t t t t t t t t t
-causing check-outs/google walkouts t t
2. Become Responsive t
3t/t18
