LDR - 302S ORGANISATIONAL
CULTURE EXAM STUDY GUIDE
LATEST UPDATE 2025/2026
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1. 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? ANSWER...
,1. 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? ANSWER
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? ANSWER 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? ANSWER
Respectful engagement
4. Toxicity ANSWER 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) ANSWER
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 ANSWER 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 ANSWER practice a subtle form of quid pro quo, either having a personal relationship with the toxic
person, having a need for
power and control that the toxic person's actions feed or benefiting from apparent
, high performance.
sabotage the organization by ignoring or enabling behaviors that degrade produc- tivity, morale, trust, and cohesion
7. Toxic Behavior - Shaming ANSWER Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out
mistakes intending to reduce another's self-worth Public embarrassment
8. Toxic Behavior - Passive Hostility ANSWER 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 ANSWER Meddling to establish one's personal power base, resulting in
decreased cohesion and performance
Inconsistency ANSWER unclear, constantly changing expectations and unpredictable poli- cies, procedures, and
behaviors
Dysfunctional communication ANSWER in order to maintain power and control, withholding key information, sharing
incomplete information, or sharing partial items of informa- tion resulting in each person having incomplete data
10. Toxic Behavior - Indifference ANSWER An apparent lack of regard for the welfare of others,
especially subordinates
Lack of compassion and empathy Excluding certain people
Disinterested in the successes and unsympathetic to the suffering of others
11. Toxic Behavior - Negativity ANSWER A corrosive interpersonal style that has a negative impact on individual and
collective morale and
motivation
Malice ANSWER cruelty and degradation are more prevalent than kindness Narcissism ANSWER uncaring
abuse of others for personal gain
12. Toxic Behavior - Exploitation ANSWER The perception of getting ahead at the expense of
others
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