LDR - 302S Organizational Culture
Questions and Answers 100% Pass||
latest update
Organizational Culture Changing organizational systems and processes BEST represents
which of the following embedding mechanisms, which serve as the conscious and
subconscious means of establishing organisational culture? - Solution - Change the culture
In an article, Chaplain Kenneth R. Williams established a formulaic technique to
determine the approximate monetary costs of toxic behavior in an organization. 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? - Answer: The cost of absenteeism is best defined as treating each
individual with decency and fairness, with the operating premise that you treat people in
the same way you would like to be treated. - 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):
1. Shaming
2. Passive
3. Hostility
4. Team sabotage
5. Indifference, negativity
, 6. Toxic personnel are experts at managing upward, 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 required by the organization, and at least appear to be productive in the short
term. professionals in presenting an appearance of great performance to their superiors;
they establish "a trust tax" that debits from results.
Toxic protectors - Answer - practice a covert type of quid pro quo, either having a personal
bond with the toxic person, having a craving for power and control that the toxic person's
behaviors fuel, or profiting from obvious high
performance. sabotage the organization by ignoring or allowing actions that reduce
productivity, morale, trust, and cohesion.
Toxic Behavior - Shaming - Answer - Humiliation, sarcasm, put-downs, jabs, and blame
Persistently pointing out mistakes with the intention of lowering another's self-worth in
public.
Toxic Behavior - Passive Hostility - Answer - Passive-aggressive behavior channeling one's
wrath wrongly on a specific person or people. Resenting requests, deliberate
procrastination, and intentional blunders to avoid serving.
Others complain about injustice and lack of gratitude.
Compliments that conceal criticism. Always having the last word (punch).
Toxic behavior, team sabotage, answer-meddling to develop one's personal power base,
resulting in decreasing cohesion and performance, inconsistency: unclear, continuously
shifting expectations and unpredictable regulations,
processes and behaviors Dysfunctional communication: to preserve power and control,
withholding crucial information, sharing incomplete information, or sharing partial items
of information, leading in each person having incomplete facts.
Questions and Answers 100% Pass||
latest update
Organizational Culture Changing organizational systems and processes BEST represents
which of the following embedding mechanisms, which serve as the conscious and
subconscious means of establishing organisational culture? - Solution - Change the culture
In an article, Chaplain Kenneth R. Williams established a formulaic technique to
determine the approximate monetary costs of toxic behavior in an organization. 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? - Answer: The cost of absenteeism is best defined as treating each
individual with decency and fairness, with the operating premise that you treat people in
the same way you would like to be treated. - 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):
1. Shaming
2. Passive
3. Hostility
4. Team sabotage
5. Indifference, negativity
, 6. Toxic personnel are experts at managing upward, 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 required by the organization, and at least appear to be productive in the short
term. professionals in presenting an appearance of great performance to their superiors;
they establish "a trust tax" that debits from results.
Toxic protectors - Answer - practice a covert type of quid pro quo, either having a personal
bond with the toxic person, having a craving for power and control that the toxic person's
behaviors fuel, or profiting from obvious high
performance. sabotage the organization by ignoring or allowing actions that reduce
productivity, morale, trust, and cohesion.
Toxic Behavior - Shaming - Answer - Humiliation, sarcasm, put-downs, jabs, and blame
Persistently pointing out mistakes with the intention of lowering another's self-worth in
public.
Toxic Behavior - Passive Hostility - Answer - Passive-aggressive behavior channeling one's
wrath wrongly on a specific person or people. Resenting requests, deliberate
procrastination, and intentional blunders to avoid serving.
Others complain about injustice and lack of gratitude.
Compliments that conceal criticism. Always having the last word (punch).
Toxic behavior, team sabotage, answer-meddling to develop one's personal power base,
resulting in decreasing cohesion and performance, inconsistency: unclear, continuously
shifting expectations and unpredictable regulations,
processes and behaviors Dysfunctional communication: to preserve power and control,
withholding crucial information, sharing incomplete information, or sharing partial items
of information, leading in each person having incomplete facts.
