LDR-302S ORGANIZATION CULTURE SNCOA NEWEST VERSION ACTUAL QUESTION AND CORRECT DETAILED VERIFIED ANSWERS FROM VERIFIED SOURCES.

LDR - 302S Organizational Culture
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1. Changing organizational systems and procedures BEST describes which
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of the following embedding mechanisms, which serve as the conscious and s
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ubconscious ways of forming organization culture?: Transform the culture
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2. In an article by Chaplain Kenneth R. Williams, he used a formulaic model to
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calculate the approximate monetary costs of toxic behavior in an organi-
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xzation. The formula calculated costs for worrying, physical and mental health,
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absenteeism, avoidance, and conversations with co- x x x x x

workers. Which of the five effects of toxic leadership measured caused the LE
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AST financial impact for the organization?: Cost of absenteeism
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3. Treating each individual with dignity and fairness, with the operational p
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remise that you treat others in concert with the way you would like to be tre
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ated BEST defines which of the following?: Respectful engagement
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4. Toxicity: pattern of combined, counterproductive behaviors
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encompassing not only harmful leadership but also abusive supervision, bullying, and
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workplace incivility, involving x x

leaders, peers, and direct reports as offenders, incorporating six specific behaviors (s
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ee table):
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Behaviors:
1. shaming
2. passive
3. hostility
4. team sabotage x

5. indifference negativity x


6. exploitation

Toxic personnel are experts in managing upward, simultaneously giving the appear-
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xance of high performance to their supervisors while abusing others to get ahead; mos
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t toxic behavior is passive and "under the radar."
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5. Toxic Personnel: highly competent, dedicated to task accomplishment, possess s
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kills or expertise needed by the organization, and at
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least appear to be productive in the short term.
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experts in presenting an image of high performance to their superiors; they simulta-
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xneously create "a trust tax" that
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debits from results x x

6. Toxic protectors: practice a subtle form of quid pro quo, either having a personal re
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lationship with the toxic person, having a need for
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power and control that the toxic person's actions feed or benefiting from apparent
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, LDR - 302S Organizational Culture
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high performance.
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sabotage the organization by ignoring or enabling behaviors that degrade produc-
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xtivity, morale, trust, and cohesion
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7. Toxic Behavior - Shaming: Humiliation, sarcasm, put-
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downs, jabs, blaming Persistently pointing out mistakes intending to reduce anothe
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r's self-worth Public embarrassment
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8. Toxic Behavior - Passive Hostility: Passive-
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aggressive behavior redirecting one's anger x x x x

inappropriately on a target person or persons x x x x x x




Resenting requests, deliberate procrastination, and intentional mistakes to avoid serv
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ng others
x

Complaints of injustice and lack of appreciation Complimen
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ts that veil criticism
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Always getting in the last word (punch)
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9. Toxic Behavior - x x

Team Sabotage: Meddling to establish one's personal power base, resulting in dec
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reased cohesion and performance
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Inconsistency: unclear, constantly changing expectations and unpredictable poli-
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xcies, procedures, and behaviors
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Dysfunctional communication: in order to maintain power and control, withholding ke
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information, sharing incomplete information, or sharing partial items of informa-
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xtion resulting in each person having incomplete data
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10. Toxic Behavior - x x

xIndifference: An apparent lack of regard for the welfare of others,
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especially subordinates x




Lack of compassion and empathy Excluding
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certain people
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Disinterested in the successes and unsympathetic to the suffering of others
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11. Toxic Behavior - x x

Negativity: A corrosive interpersonal style that has a negative impact on individual a
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nd collective morale and
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motivation
Malice: cruelty and degradation are more prevalent than kindness Narcissism:
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uncaring abuse of others for personal gain
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12. Toxic Behavior - Exploitation: The perception of getting ahead at the expense of
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others
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, LDR - 302S Organizational Culture
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Inequality: tolerating toxic people, who are often highly skilled, but punishing ot
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hers
Favoritism: special treatment for a select few x x x x x x x

Nepotism: hiring unqualified friends or family x x x x x

Taking credit for other's results and accomplishments
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13. Toxic Organizations: the value of "getting results" becomes the priority, s
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uperseding core values. x x

14. Respectful Enagement: treating each individual with dignity and fairness, with t x x x x x x x x x x

he operational premise that you treat others in concert with the way you would like to b
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e treated x




involves behavioral norms of authenticity, affirmation,
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attentive listening, transparency, open communication, trust, and mutual support.
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enabling conditions and not narrowly on the toxic
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individual whose ingrained behavior is reinforced by a results-
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rewarding system that tolerates toxicity x x x x

15. targeted feedback: performance improvement plan x x x x




focusing on toxic behaviors and effects on individual and collective performance.
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Targeted feedback involves x x

identifying the problem by respectfully and nonjudgmentally describing the toxic. beha
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vior; implementing a sequential
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process to target a resolution by clarifying the behavior as a problem; allowing respon
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se and discussion; obtaining agreement about the problem, if possible, and brainstor
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ming courses of action; and selecting a course of action with goals and
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a timeline for regular follow-
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up. While most people respond positively to feedback, toxic people are resistant,
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requiring a specific plan and persistent accountability.
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16. How to detox and create a culture with respect: Confront Toxic Personnel and T
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heir Protectors x




Provide Training in Respectful Engagement x x x x


17. (VIDEO) 3 Ways to Create a Work Culture that Brings Out the Best in Emplo
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yees: 1. Unblock Communication - x x x x

when we feel like we are unimportant we stop caring as much; invite people to speak
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up
-causing check-outs/google walkouts x x




2. Become Responsive x

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