LDR - 302S Organizational Culture Questions and Answers | Verified & Updated | 2026/2027 | Guaranteed Pass

LDR - 302S Organizational Culture Questions and Answers | Verified & Updated | 2026/2027 | Guaranteed Pass 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 coworkers. 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. passive3. 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 embarrassmentToxic 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 motivationMalice: cruelty and degradation are more prevalent than kindness Narcissism: uncaring abuse of others for personal gain Toxic Behavior - Exploitation - answer-The perception of getting ahead at the expense of others Inequality: tolerating toxic people, who are often highly skilled, but punishing others Favoritism: special treatment for a select few Nepotism: hiring unqualified friends or family Taking credit for other's results and accomplishments Toxic Organizations - answer-the value of "getting results" becomes the priority, superseding core values. Respectful Enagement - answer-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 involves behavioral norms of authenticity, affirmation, attentive listening, transparency, open communication, trust, and mutual support. enabling conditions and not narrowly on the toxic individual whose ingrained behavior is reinforced by a results-rewarding system that tolerates toxicity targeted feedback - answer-performance improvement planfocusing on toxic behaviors and effects on individual and collective performance. Targeted feedback involves identifying the problem by respectfully and nonjudgmentally describing the toxic. behavior; implementing a sequential process to target a resolution by clarifying the behavior as a problem; allowing response and discussion; obtaining agreement about the problem, if possible, and brainstorming courses of action; and selecting a course of action with goals and a timeline for regular follow-up. While most people respond positively to feedback, toxic people are resistant, requiring a specific plan and persistent accountability. How to detox and create a culture with respect - answer-Confront Toxic Personnel and Their Protectors Provide Training in Respectful Engagement (VIDEO) 3 Ways to Create a Work Culture that Brings Out the Best in Employees - answer-1. Unblock Communication - when we feel like we are unimportant we stop caring as much; invite people to speak up -causing check-outs/google walkouts 2. Become Responsive 3. Aim Higher - invite people to bring whole selves to work Toxic Leader - answer-toxic leader is characerized by a patern of counterproductive, abusive, and uncivil behaviors, including •shaming (the exercise of humiliation, sarcasm, potshots, or mistake-pointing with the intent ofreducing another's self-worth), •passive hostility (the use of passive-aggressive behavior with the intent of directing one's anger inappropriately), •team sabotage (meddling with the intent to either esablish one's personal power base or make the team less productive), •an apparent lack of regard and compassion for the welfare of subordinates, an interpersonal style that has a negative impact on organizational climate, and • the perception that the superior is get- ting ahead at team member expense. Five Step Process to determine the costs of organizational toxicity to the military - answer-Step 1: Determine the prevalence: likelihood that an employee will become a target Step 2: Calculate the number of personnel who experience toxicity. Step 3: Calculate the average hourly wage of employees. Step 4: Calculate the percentage of efects. Step 5: Calculate the cost.