LDR - 302S
(SNCOA TEST 2)
A
Organizational
VI
TU
Culture: Approved
IS
Questions and
M
Verified Answers
O
A
2025 Guaranteed
N
JP
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?
Transform the culture
A
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
VI
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?
TU
Cost of absenteeism
Treating each individual with dignity and fairness, with the operational premise that you
IS
treat others in concert with the way you would like to be treated BEST defines which of
the following?
M
Respectful engagement
O
Toxicity
pattern of combined, counterproductive behaviors
A
encompassing not only harmful leadership but also abusive supervision, bullying, and
N
workplace incivility, involving
JP
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
A
of high performance to their supervisors while abusing others to get ahead; most toxic
behavior is passive and “under the radar.”
VI
TU
Toxic Personnel
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.
IS
experts in presenting an image of high performance to their superiors; they
simultaneously create "a trust tax" that
debits from results
M
O
Toxic protectors
practice a subtle form of quid pro quo, either having a personal relationship with the
A
toxic person, having a need for
power and control that the toxic person's actions feed or benefiting from apparent high
N
performance.
JP
sabotage the organization by ignoring or enabling behaviors that degrade productivity,
morale, trust, and cohesion
Toxic Behavior - Shaming
Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out mistakes
intending to reduce another's self-worth Public embarrassment
(SNCOA TEST 2)
A
Organizational
VI
TU
Culture: Approved
IS
Questions and
M
Verified Answers
O
A
2025 Guaranteed
N
JP
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?
Transform the culture
A
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
VI
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?
TU
Cost of absenteeism
Treating each individual with dignity and fairness, with the operational premise that you
IS
treat others in concert with the way you would like to be treated BEST defines which of
the following?
M
Respectful engagement
O
Toxicity
pattern of combined, counterproductive behaviors
A
encompassing not only harmful leadership but also abusive supervision, bullying, and
N
workplace incivility, involving
JP
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
A
of high performance to their supervisors while abusing others to get ahead; most toxic
behavior is passive and “under the radar.”
VI
TU
Toxic Personnel
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.
IS
experts in presenting an image of high performance to their superiors; they
simultaneously create "a trust tax" that
debits from results
M
O
Toxic protectors
practice a subtle form of quid pro quo, either having a personal relationship with the
A
toxic person, having a need for
power and control that the toxic person's actions feed or benefiting from apparent high
N
performance.
JP
sabotage the organization by ignoring or enabling behaviors that degrade productivity,
morale, trust, and cohesion
Toxic Behavior - Shaming
Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out mistakes
intending to reduce another's self-worth Public embarrassment
