LDR - 302S Organizational Culture Exam
(Actual Exam) Questions with Verified
Answers| 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 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, 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:
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, 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
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
(Actual Exam) Questions with Verified
Answers| 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 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, 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:
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, 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
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
