LDR - 302S Organizational Culture Questions and Answers 100% Pass 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? Transform the culture In an article by Chaplain K enneth R. Williams, 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? Cost of absenteeism 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? Respectful engagement Toxicity pattern of combined, counterprod uctive 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 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.” Toxic Personnel 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 simultaneously create "a trust tax" that debits from results Toxic protectors practice a subtle form of quid pro quo, either having a personal relationship with the toxic person, h aving 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 productivity, morale, trust, and cohesion Toxic Behavior - Shami ng Humiliation, sarcasm, put -downs, jabs, blaming Persistently pointing out mistakes intending to reduce another's self -worth Public embarrassment Toxic Behavior - Passive Hostility Passive -aggressive behavior redirecting one's anger inappropriately on a t arget 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) Toxic Behavio r - Team Sabotage Meddling to establish one's personal power base, resulting in decreased cohesion and performance
workers . Which of the five effects of toxic leadership measured caused the LEAST financial impact for the organization? Cost of absenteeism 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? Respectful engagement Toxicity pattern of combined, counterprod uctive 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 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.” Toxic Personnel 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 simultaneously create "a trust tax" that debits from results Toxic protectors practice a subtle form of quid pro quo, either having a personal relationship with the toxic person, h aving 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 productivity, morale, trust, and cohesion Toxic Behavior - Shami ng Humiliation, sarcasm, put -downs, jabs, blaming Persistently pointing out mistakes intending to reduce another's self -worth Public embarrassment Toxic Behavior - Passive Hostility Passive -aggressive behavior redirecting one's anger inappropriately on a t arget 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) Toxic Behavio r - Team Sabotage Meddling to establish one's personal power base, resulting in decreased cohesion and performance
