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LDR - 302S Organizational Culture Lines Final Exam Questions With 100- Correct Answers._.pdf
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8/21/24, 3:13 PMLDR - 302S Organizational Culture
Jeremiah
Practice questions for this set
Learn
Cost of absenteeism
Choose matching term
organization?
Moral Pluralism
know?
Terms in this set (69)
LDR - 302S Organizational Culture
1/12
, 8/21/24, 3:13 PM
Changing organizational systems and Transform the culture
procedures BEST describes which of the
following embedding mechanisms, which
serve as the conscious and subconscious
ways of forming organization culture?
In an article by Chaplain Kenneth R. Williams, Cost of absenteeism
he used a formulaic model to calculate the
approximate monetary costs of toxic
behavior in an organization. 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?
Treating each individual with dignity and Respectful engagement
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?
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:
1. shaming
Toxicity 2. passive
3. hostility
4. team sabotage
5. indifference negativity
6. exploitation
Toxic personnel are experts in managing upward, simultaneously giving the
appearance of high performance to their supervisors while abusing others to get
ahead; most toxic behavior is passive and “under the radar.”
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.
Toxic Personnel
experts in presenting an image of high performance to their superiors; they
simultaneously create "a trust tax" that
debits from results
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
Toxic protectors performance.
sabotage the organization by ignoring or enabling behaviors that degrade productivity,
morale, trust, and cohesion
Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out mistakes
Toxic Behavior - Shaming
LDR - 302S Organizational Culture
intending to reduce another's self-worth Public embarrassment
2/12
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