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LDR - 302S Organizational Culture Exam
(100 out of 100) Questions and Answers
(Latest Update)
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 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 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 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:
- shaming
- passive
- hostility
- team sabotage
- indifference negativity
- 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 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
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 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 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
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 Toxic Organizations the value of "getting results" becomes the priority, superseding core values. 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 targeted feedback performance improvement plan
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 of reducing 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 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.
Toxic Leadership Among Military Personnel 58.2 percent said they avoided the toxic leader, 51.6 percent worried about interacion, 2.2 percent experienced increased absenteeism, 43.9 percent discussed the toxicity with a coworker, 51.1 percent discussed it with a family member, 15.4 percent experienced increased physical health issues, and 17 percent experienced increased mental health issues worry—50 percent, avoidance—58 percent, absenteeism—2.2 percent, talking with coworkers—44 percent, physical health—15 percent, and mental health—1 percent 4 types of behavior transformational leader categories:
- Idealized influence – be a strong role model – work hard, be ethical, emphasize a common mission
- Inspirational motivation - inspiring stories, vivid imagery, captivating symbols, emotional appeals to work hard
- intellectual stimulation - dealing with day to day problems ;tolerance for mistakes; calculated risks
- individualized consideration - coaching and helping followers achieve their goals; supportive climate; listening carefully to followers needs transactional leadership managerial leadership;, is a leadership style where the executive relies on rewards and punishments to achieve optimal job performance rom his or her subordinates
- does not encourage creativity
- puts excessive reliance on the knowledge and expertise of a single person
- the contingent reward system has been found ineffective in studies
- no flexibility to cater to emotions of employees because of stringent rules servant leadership a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world. 10 principles of servant leadership
- listening - actively listen ; act in a meaningful way
- empathy - getting to know your teams - strengths & weaknesses/likes & dislikes/motivators
- healing - coaching/mentoring/relationship orientated leadership
- awareness - understanding own strengths and talents/ weaknesses and areas for improvement for personal growth and development
- Persuasion - wants people to want to follow - authentic followers
- conceptualization - clear direction of where the company is going
- foresight - understanding lessons learned from past - reflective
- stewardship - ethical focus on more than just profits
- commitment to the growth of people - deep commitment to personal and professional growth 10 - building community - social and task oriented communities leader-member exchange model
stresses the importance of variable relationships between supervisors and each of their subordinates In Group - the model suggests that supervisors establish a special relationship with a small number of trusted subordinates referred to as the "in group" "in the know" - higher levels of performance and satisfactoin out group - subordinates who are not a part of the in group are, they receive less of the supervisors time & attention - mundane tasks, fewer rewards from supervisor selects - it is not clear how a leader selects members of the in group, but the decision may be based on personal compatibility and subordinates competence two-factor theory - Herzberg study Identifies motivation factors, which affect satisfaction, and hygiene factors, which determine dissatisfaction
- no longer held in high esteem by organizational behavior researchers Motivation Factors - achievement, recognition, work, advancement Hygiene Factors - supervision, pay and security, policies, working conditions Strengths based leadership the complete leader myth can cause stress and frustration for leaders and followers. The best leaders recognize and hone their strengths while trusting and collaborating with others to make up for their weak points A strength is the ability to consistently provide near-perfect performance in a specific activity
Telling - directive approach that reflects a high concern for tasks and a low concern for people and relationships. he leader provides detailed objectives and explicit instructions about how tasks should be accomplished - Low Readiness Selling - based on a high concern for both relationships and tasks The leader provides task instruction and personal support, explains decisions, and gives followers a chance to ask questions and gain clarity about work tasks - moderate readiness Participating - characterized by high relationsnhip and low task behavior. The leader encourages participation, consults with followers, and facilitates decision making - high readiness Delegating - reflects a low concern for both tasks and relationships. This leader provides little direction or support because complete responsibility for decisions and their implementation is turned over to followers. - very high readiness Each style choice depends on followers readiness Which of the following BEST describes the leadership model where the characteristics of followers is the most important element and determine effective leader behaviors? Situational Which of the following BEST describes the leadership model that relies on rewards and punishments to achieve optimal job performance? Transactional Top 8 leadeship styles
- coach - setting goals and feedback, clear expectations. Under utilized - supportive, offer guidance instead of giving commands, value learning as a way of growing, ask guided questions, balance relaying knowledge and helping others find themselves - time consuming
- visionary - persistent and bold, strategic, risk-taking, inspirational, optimistic, innovative - unite teams, improve technologies
- servant - people first, motivate your team have excellent communication skills, personally care about your team, encourage collaboration and engagement, commit to growing your team professionally
- autocratic - have self-confidence, self-motivated, communicate clearly and consistently, follow the rules, dependable, value highly structured environments, believe in supervised work environments
- laissez-faire - hands-off, effectively delegate, believe in freedom of choice, provide sufficient resources and tools, will take control if needed, offer constructive criticism, foster leadership qualities in your team, promote an autonomous work environment
- democratic - value group discussions, like input from others when making decisions, promote shared ideas, are flexible, are a good mediator
- pacesetter - high standards, focus on goals, slow to praise, jump in to hit goals if needed, highly competent, value performance over soft skills
- bureaucratic - detail oriented, task-focused, value rules and structure, great work ethic, strong-willed, commitment to your organization, self-disciplined organizational culture and leadership set of values that defines a company and how the company's leadership exemplifies and reinforces those values. It defines the behaviors and actions the company expects employees to take to create a positive environment while helping the business succeed. Organizational culture also guides a company's mission and objectives, making it important to clearly define so each employee fully understands the mission they're working towards.
Effective leaders define a shared goal for which everyone can strive. They promote a vision of the future that's positive and value-based. By outlining detailed steps, they show team members how to successfully reach a goal. Employees receive a clear understanding of their role within any collective process and collaborate to achieve a shared vision of the future. Being able to describe a realistic vision inspires employees to be more productive. When they accomplish goals, employees feel fulfilled and valued. Seeing results helps them understand how they contribute to the company Changes the culture Leaders understand that workplace culture continually grows and changes. Understanding the dynamic nature of the workplace helps them guide their team members through these changes. When changes in company culture are necessary, leaders have a responsibility to communicate the information to employees effectively. Cultural changes require clear communication with every person in an organization. Leaders who value workplace culture understand that their duty is to keep actively creating a healthy organizational culture. They show their team members what behaviors align with the cultural changes and what behaviors they can alter. Improves job satisfaction Job satisfaction is the feeling of how well the working environment meets the needs of employees. It relies on an employee's evaluation of the company values and how they agree with their core values. A variety of factors influence job satisfaction, including the quality of leadership. Leaders are typically mindful of how their leadership style affects employees. Employees who are more satisfied with their work are more likely to have better job performance. Choosing a leadership style that benefits an organization and its employees is one of the most effective ways to improve job satisfaction. Many leadership styles exist, and it's common to use several types based on the situation. Some leaders use a combination of many styles to fit their needs Ensures accountability Accountability is essential for leaders to shape organizational culture. Leaders hold people accountable to ensure that they remain responsible for completing their work. Leaders help show employees that organizational culture exists to guide them to success. Having a culture of accountability starts with
comprehensive job descriptions that outline measures of success. A quality leader is transparent with their team members about the standards they expect employees to meet. During reviews, leaders can further elaborate on expectations and standards. If they give employees clear, measurable steps to success, employees may be more likely to meet and exceed expectations. Which of the following BEST describes when employees receive a clear understanding of their role within any collective process and collaborate to achieve something in the future? Encourages a shared vision Video: the values and ethics of texas instruments social responsibility - great companies build great communities; communities build great companies; invest in communities; employees develop greater sense of purpose; not afraid to change; stay connected and innovative; bring in great people Bounded ethicality the idea that our ability to make ethical choices is often limited or restricted because of internal and external pressures confirmation bias the tendency of people's minds to seek out information that supports views they already hold ; leads people to interpret evidence in ways that support their pre-existing beliefs, expectations or hypotheses Which of the following BEST describes the tendency of people's minds to seek out information that supports the views they already hold?
occurs when the ethical aspects of a decision disappear from view; focus heavily on some other aspect of a decision such as profitability or winning Which of the following BEST describes "Ethical Fading"? Occurs when the ethical aspects of a decision disappear from view Which of the following BEST describes the inability to see ethical issues clearly? Moral Myopia ethical leadership part I Five phases of DEOCS Prepare - 4 steps - planning (establishing current foundation of climate assessment; plan development; CC/Director Inbrief; notifications Conduct Interpret Develop Execute
Ethical Leadership part 1 (video)
- act ethically as an inspiration to others; personal examples set by leaders 2. they communicate and manage their organizations culture to promote ethical actions by subordinates most adults don't have an adequate moral compass look outside themselves for guidance. Leaders are particularly vulnerable; instant entitlement bias Ethical Leadership part II (video) effective leaders lead by example; respect for other people; establish ethical norms high expectations; communicate to others those ethical norms. Leaders establish What does our organization stand for? Code of ethics; must implement employment practices; leaders can use psychological knowledge; don't overwork employees or acute time pressure; dirty or unlit place more unethical frequently reminded to live up to values To overcome perceptions, what should a commander use to validate the DEOCS survey report findings? Use additional assessment methods What are some considerations that need to be addressed when executing a Climate Survey? Maximum participation creates the best results. During what phase of the DEOCS process is the action plan developed? Develop
