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1. Changing at https://quizlet.com/_cy8tmm
organizational systems and procedures BEST describes whic
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h of the following embedding mechanisms, which serve as the conscious
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and subconscious ways of forming organization culture?: Transform the cu
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lture
2. In an article by Chaplain Kenneth R. Williams, he used a formulaic model
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m to calculate the approximate monetary costs of toxic behavior in an organi
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-
m zation. The formula calculated costs for worrying, physical and mental healt
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h, absenteeism, avoidance, and conversations with co-
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workers. Which of the five effects of toxic leadership measured caused the
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LEAST financial impact for the organization?: Cost of absenteeism
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3. Treating each individual with dignity and fairness, with the operationa
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l premise that you treat others in concert with the way you would like to
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m be treated BEST defines which of the following?: Respectful engagemen
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t
4. Toxicity: pattern of combined, counterproductive behaviors
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encompassing not only harmful leadership but also abusive supervision, bullying, a
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nd workplace incivility, involving
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leaders, peers, and direct reports as offenders, incorporating six specific behaviors
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m (see table): m
Behaviors:
1. shaming
2. passive
3. hostility
4. team sabotage m
5. indifference negativity m
6. exploitation
Toxic personnel are experts in managing upward, simultaneously giving the appear
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mance of high performance to their supervisors while abusing others to get ahead;
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most toxic behavior is passive and "under the radar."
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5. Toxic Personnel: highly competent, dedicated to task accomplishment, posses
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s skills 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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mneously create "a trust tax" that
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debits from results m m
6. Toxic protectors: practice a subtle form of quid pro quo, either having a person
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302S Organizational Culture
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al relationship
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m 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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m302S Organizational Culture
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sabotage the organization by ignoring or enabling behaviors that degrade produc-
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mtivity, 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 ano
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ther'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 m m m m
inappropriately on a target person or persons m m m m m m
Resenting requests, deliberate procrastination, and intentional mistakes to avoid s
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erving others m
Complaints of injustice and lack of appreciation Complim
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ents that veil criticism
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Always getting in the last word (punch)
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9. Toxic Behavior - m m
Team Sabotage: Meddling to establish one's personal power base, resulting in
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decreased cohesion and performance m m m
Inconsistency: unclear, constantly changing expectations and unpredictable poli-
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mcies, procedures, and behaviors
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Dysfunctional communication: in order to maintain power and control, withholding
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key information, sharing incomplete information, or sharing partial items of informa
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mtion resulting in each person having incomplete data
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10. Toxic Behavior - m m
mIndifference: An apparent lack of regard for the welfare of others,
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especially subordinates m
Lack of compassion and empathy Excludin
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g certain people
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Disinterested in the successes and unsympathetic to the suffering of others
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11. Toxic Behavior - m m
Negativity: A corrosive interpersonal style that has a negative impact on individu
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al and collective morale and
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motivation
Malice: cruelty and degradation are more prevalent than kindness Narcissis
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m: uncaring abuse of others for personal gain
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12. Toxic Behavior - m m
Exploitation: The perception of getting ahead at the expense of
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5
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