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LDR 302S ORGANIZATIONAL CULTURE EXAM 1 STUDY GUIDE QUESTIONS WITH CORRECT ANSWERS ALL VERIFIED BY AN EXPERT A+ GRADED (LATEST UPDATE)$14.49
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LDR 302S ORGANIZATIONAL CULTURE EXAM 1 STUDY GUIDE QUESTIONS WITH CORRECT ANSWERS ALL VERIFIED BY AN EXPERT A+ GRADED (LATEST UPDATE)
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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 Kenneth R. Williams, he used a formulaic model to ca...
CORRECT ANSWERS ALL
VERIFIED BY AN EXPERT A+
GRADED (LATEST UPDATE)
,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 Kenneth R. Williams, he used a formulaic model to calculate the
K
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
C
impact for the organization?
Cost of absenteeism
LO
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?
YC
Respectful engagement
Toxicity
pattern of combined, counterproductive behaviors
D
encompassing not only harmful leadership but also abusive supervision, bullying, and workplace
incivility, involving
U
leaders, peers, and direct reports as offenders, incorporating six specific behaviors (see table):
Behaviors:
ST
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
K
organization, and at
least appear to be productive in the short term.
C
experts in presenting an image of high performance to their superiors; they simultaneously
create "a trust tax" that
debits from results
LO
Toxic protectors
practice a subtle form of quid pro quo, either having a personal relationship with the toxic
YC
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 productivity, morale,
trust, and cohesion
D
Toxic Behavior - Shaming
U
Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out mistakes intending to
reduce another's self-worth Public embarrassment
ST
Toxic Behavior - Passive Hostility
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)
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