LDR - 302S Organizational Culture Exam Questions and
Answers (Verified solutions)
Changing organizational systems and processes BEST defines which of the following
embedding mechanisms, which serve as the conscious and subconscious ways of
establishing organisational culture?
Transform Culture
Chaplain Kenneth R. Williams utilized a formulaic technique to determine the estimated
monetary costs of toxic behavior in a company in an article titled "Transforming the
Culture." The algorithm estimated the expenses of worrying, physical and mental health,
absence, avoidance, and interactions with coworkers. Which of the five consequences of
toxic leadership measured had the least financial impact on the organization? The cost of
absenteeism is best defined as treating each individual with decency and fairness, with the
operating premise that you treat others in the same way you want to be treated.
Respectful engagement.
Toxicity
pattern of coordinated and counterproductive behaviors
Including not only destructive leadership but also abusive supervision, bullying, and
workplace incivility, incorporating
Leaders, peers, and direct reporters are considered offenders, with six distinct behaviors
(see table):
1. shaming
,2. passive
3. hostility
4. Team sabotage
5. Indifference and negativity
6. exploitation
Toxic workers are excellent at managing upward, providing the appearance of high
performance to their supervisors while abusing others to advance; the majority of toxic
behavior is passive and "under the radar."
Toxic Personnel
Highly competent, committed to job completion, possesses skills or experience required by
the organization, and appears to be productive in the near term.
professionals in presenting a picture of excellent performance to their superiors; they
concurrently create "a trust tax" that
debits from outcomes.
Toxic Protectors
Practice a subtle type of quid pro quo, such as having a personal relationship with the
toxic individual or having a need for
, Power and control are fed or benefited by the toxic person's actions, as is seeming high
performance.
sabotage the organization by ignoring or allowing actions that reduce productivity,
morale, trust, and cohesion.
Toxic Behavior: Shaming
Humiliation, sarcasm, put-downs, jabs, blame, repeatedly pointing out
Mistakes intended to lower another's self-worth Public embarrassment
Toxic Behavior: Passive Hostility.
Passive-aggressive behavior involves channeling one's anger
inappropriately on a target person(s)
Resenting requests, willful procrastination, and intentional errors to avoid serving others.
Complaints about unfairness and lack of appreciation
Compliments that hide criticism.
Always getting the final word (punch).
Answers (Verified solutions)
Changing organizational systems and processes BEST defines which of the following
embedding mechanisms, which serve as the conscious and subconscious ways of
establishing organisational culture?
Transform Culture
Chaplain Kenneth R. Williams utilized a formulaic technique to determine the estimated
monetary costs of toxic behavior in a company in an article titled "Transforming the
Culture." The algorithm estimated the expenses of worrying, physical and mental health,
absence, avoidance, and interactions with coworkers. Which of the five consequences of
toxic leadership measured had the least financial impact on the organization? The cost of
absenteeism is best defined as treating each individual with decency and fairness, with the
operating premise that you treat others in the same way you want to be treated.
Respectful engagement.
Toxicity
pattern of coordinated and counterproductive behaviors
Including not only destructive leadership but also abusive supervision, bullying, and
workplace incivility, incorporating
Leaders, peers, and direct reporters are considered offenders, with six distinct behaviors
(see table):
1. shaming
,2. passive
3. hostility
4. Team sabotage
5. Indifference and negativity
6. exploitation
Toxic workers are excellent at managing upward, providing the appearance of high
performance to their supervisors while abusing others to advance; the majority of toxic
behavior is passive and "under the radar."
Toxic Personnel
Highly competent, committed to job completion, possesses skills or experience required by
the organization, and appears to be productive in the near term.
professionals in presenting a picture of excellent performance to their superiors; they
concurrently create "a trust tax" that
debits from outcomes.
Toxic Protectors
Practice a subtle type of quid pro quo, such as having a personal relationship with the
toxic individual or having a need for
, Power and control are fed or benefited by the toxic person's actions, as is seeming high
performance.
sabotage the organization by ignoring or allowing actions that reduce productivity,
morale, trust, and cohesion.
Toxic Behavior: Shaming
Humiliation, sarcasm, put-downs, jabs, blame, repeatedly pointing out
Mistakes intended to lower another's self-worth Public embarrassment
Toxic Behavior: Passive Hostility.
Passive-aggressive behavior involves channeling one's anger
inappropriately on a target person(s)
Resenting requests, willful procrastination, and intentional errors to avoid serving others.
Complaints about unfairness and lack of appreciation
Compliments that hide criticism.
Always getting the final word (punch).
