LDR - 302S ORGANIZATIONAL CULTURE (SNCOA TEST 2) | WITH
COMPLETE QUESTIONS AND ANSWERS | 2025/206 LATEST UPDATED | 100 %
RATED AND VERIFIED SOLUTIONS | GET AN A+
1. 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
2. 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?: Cost of absenteeism
3. 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?:
Respectful engagement
4. Toxicity: 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."
5. 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.
experts in presenting an image of high performance to their superiors; they simultaneously create "a
trust tax" that debits from results
6. Toxic protectors: 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 7. Toxic Behavior - Shaming: Humiliation, sarcasm, put-downs, jabs, blaming Persistently
pointing out mistakes intending to reduce another's self-worth Public embarrassment
,8. Toxic Behavior - Passive Hostility: 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)
9. Toxic Behavior - Team Sabotage: 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 10. Toxic Behavior - Indifference: 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
11. Toxic Behavior - Negativity: A corrosive interpersonal style that has a negative
impact on individual and collective morale and motivation
Malice: cruelty and degradation are more prevalent than kindness
, Narcissism: uncaring abuse of others for personal gain
12. Toxic Behavior - Exploitation: 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
13. Toxic Organizations: the value of "getting results" becomes the priority, superseding
core values.
14. Respectful Enagement: 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
15. targeted feedback: performance improvement plan
COMPLETE QUESTIONS AND ANSWERS | 2025/206 LATEST UPDATED | 100 %
RATED AND VERIFIED SOLUTIONS | GET AN A+
1. 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
2. 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?: Cost of absenteeism
3. 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?:
Respectful engagement
4. Toxicity: 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."
5. 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.
experts in presenting an image of high performance to their superiors; they simultaneously create "a
trust tax" that debits from results
6. Toxic protectors: 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 7. Toxic Behavior - Shaming: Humiliation, sarcasm, put-downs, jabs, blaming Persistently
pointing out mistakes intending to reduce another's self-worth Public embarrassment
,8. Toxic Behavior - Passive Hostility: 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)
9. Toxic Behavior - Team Sabotage: 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 10. Toxic Behavior - Indifference: 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
11. Toxic Behavior - Negativity: A corrosive interpersonal style that has a negative
impact on individual and collective morale and motivation
Malice: cruelty and degradation are more prevalent than kindness
, Narcissism: uncaring abuse of others for personal gain
12. Toxic Behavior - Exploitation: 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
13. Toxic Organizations: the value of "getting results" becomes the priority, superseding
core values.
14. Respectful Enagement: 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
15. targeted feedback: performance improvement plan
