LDR - 302S Organizational Culture/ 69 Quizzes
& Correct Ans.
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
Page 1 of 24
,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.
Page 2 of 24
, 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
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
Page 3 of 24
& Correct Ans.
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
Page 1 of 24
,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.
Page 2 of 24
, 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
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
Page 3 of 24
