LDR - 302S ORGANIZATIONAL 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? - ANSWER -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? - ANSWER -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? - ANSWER -Respectful engagement
,Toxicity - ANSWER -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 - ANSWER -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 - ANSWER -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 - ANSWER -Humiliation, sarcasm, put-
downs, jabs, blaming Persistently pointing out mistakes
intending to reduce another's self-worth Public embarrassment
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? - ANSWER -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? - ANSWER -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? - ANSWER -Respectful engagement
,Toxicity - ANSWER -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 - ANSWER -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 - ANSWER -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 - ANSWER -Humiliation, sarcasm, put-
downs, jabs, blaming Persistently pointing out mistakes
intending to reduce another's self-worth Public embarrassment
