LDR - 302S Organizational Culture Latest Exam Questions With Verified Answers 2024|2025
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...
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
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, 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:
shaming
passive
hostility
team sabotage
indifference negativity
exploitation
Toxic personnel are experts in managing upward, simultaneously giving the
,appear- ance of high performance to their supervisors while abusing others to ge
ahead; most toxic behavior is passive and "under the radar."
In an article by Chaplain Kenneth R. Williams, he used a formulaic model to
calculate the approximate monetary costs of toxic behavior in an organi-
zation. 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
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
simulta- neously 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, 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 produc-
tivity, morale, trust, and cohesion
Toxic Behavior - Shaming: 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 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)
Toxic Behavior - Team Sabotage: Meddling to establish one's personal power
base, resulting in decreased cohesion and performance
Inconsistency: unclear, constantly changing expectations and unpredictable poli-
cies, procedures, and behaviors
Dysfunctional communication: in order to maintain power and control, withholding
key information, sharing incomplete information, or sharing partial items of
informa- tion resulting in each person having incomplete data
Toxic Behavior - Indifference: An apparent lack of regard for the welfare of
others,
especially subordinates
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