LDR - 302S Organizational Culture with
69 complete solutions 100% correct.
LDR - 302S Organizational Culture with
69 complete solutions 100% correct.
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
, LDR - 302S Organizational Culture with
69 complete solutions 100% correct.
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
Toxic Behavior - Passive Hostility - ANSWER-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 - ANSWER-Meddling to establish one's personal
power base, resulting in decreased cohesion and performance
Inconsistency: unclear, constantly changing expectations and unpredictable policies,
procedures, and behaviors
Dysfunctional communication: in order to maintain power and control, withholding key
information, sharing incomplete information, or sharing partial items of information
resulting in each person having incomplete data
Toxic Behavior - Indifference - ANSWER-An apparent lack of regard for the welfare of
others,
especially subordinates
Lack of compassion and empathy
Excluding certain people
Disinterested in the successes and unsympathetic to the suffering of others
Toxic Behavior - Negativity - ANSWER-A corrosive interpersonal style that has a
negative
impact on individual and collective morale and
69 complete solutions 100% correct.
LDR - 302S Organizational Culture with
69 complete solutions 100% correct.
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
, LDR - 302S Organizational Culture with
69 complete solutions 100% correct.
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
Toxic Behavior - Passive Hostility - ANSWER-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 - ANSWER-Meddling to establish one's personal
power base, resulting in decreased cohesion and performance
Inconsistency: unclear, constantly changing expectations and unpredictable policies,
procedures, and behaviors
Dysfunctional communication: in order to maintain power and control, withholding key
information, sharing incomplete information, or sharing partial items of information
resulting in each person having incomplete data
Toxic Behavior - Indifference - ANSWER-An apparent lack of regard for the welfare of
others,
especially subordinates
Lack of compassion and empathy
Excluding certain people
Disinterested in the successes and unsympathetic to the suffering of others
Toxic Behavior - Negativity - ANSWER-A corrosive interpersonal style that has a
negative
impact on individual and collective morale and
