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LDR - 302S ORGANIZATIONAL CULTURE (SNCOA
TEST 2) QUESTIONS WITH COMPLETE ANSWERS!!
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 debits from results
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
Toxic Behavior - Shaming
Humiliation, sarcasm, put-downs, jabs, blaming Persistently pointing out mistakes intending to reduce another's self-worth Public embarrassment
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)
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,
focusing 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
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
- Unblock Communication - when we feel like we are unimportant we stop caring as much; invite people to speak up
-causing check-outs/google walkouts
- Become Responsive
- Aim Higher - invite people to bring whole selves to work
Toxic Leader
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
focuses on results, conforms to the existing structure of an organization and measures success according to that organizations system of reward and penalties. Transactional leaders have formal authority and positions of responsibility in an organization
characteristics of transactional leadership
extrinsic motivation
practicality
resistance to change
discourages independent thinking
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
Talents are you natural patterns of thought, feeling and behavior. Talents are things you just do.
Once recognized, talents can be turned into strengths by consciously developing and enhancing them with learning & practice.
An individuals strengths influences how effective a leader might be in a particular role
three types of leadership roles
operational role - set goals establish plans, and get things done, focus on vertical hierarchy and position power, doggedly focused on delivering results, high self-confidence, and tend to be assertive
collaborative role - typically don't have strong position power, work behind the scenes, using personal power, excellent people skills to build relationships, they are highly proactive and tenacious
advisory role - provide guidance and support to other people, develop broad organizational capabilities, need great people skills, high levels of honesty, integrity and trust (human resources, finance positions
situational theory of leadership
focuses on the characteristics of followers as the most important element of the situation and consequently of determining effective leader behavior
leader adopts one of four styles, based on a combination of relationship (concern for people) and task (concern for production) behavior
4 styles are :
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
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?
Confirmation Bias
cognitive bias
error in thinking that involves processing threatening information or interpreting ambiguous information negatively
conformity bias
tendency to behave like those around them rather than using their own personal judgement
Moral Myopia
The inability to see ethical issues clearly
what happens when we don't recognize the moral implications of a problem or we have a distorted moral vision/moral blindness
moral muteness
occurs when people witness unethical behavior and choose not to say anything; can also occur when people communicate in ways that obscure their moral beliefs and commitments
Moral Pluralism
the idea that there can be conflicting moral views that are each worthy of respect; sometimes difficult to chose between competing values
ethical fading
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
Directives that emphasize to subordinates the results to be attained, not how they are to achieve them, are referred to as:
their personnel to increase morale, cohesion, and readiness by recognizing when someone needs help, decreasing barriers to help-seeking, and creating a culture in which Military and Civilian Airmen and their families thrive
•Create spaces that are inclusive and within which people feel a sense of belonging
- Communicate in ways in which people feel valued and their contributions are meaningful
•Set norms that convey intolerance of any form of harassment or interpersonal violence
•Establish the expectation that everyone is responsible for preventing negative outcomes and everyone is expected to do their part
Establish Norms
Talk about times you struggled and the help – mental, physical, spiritual, social – that helped you get through it
- Encourage all Military and Civilian Airmen to seek help early
•Dispel the myth that seeking help – especially seeking help early – will have a negative career impact. Make it personal and lead by example sharing vulnerableness to issues that require professional help
Describe toxic behaviors and their negative effects upon an organization.
•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 establish one's personal power base or make the team less productive),
- indifference (an apparent lack of regard and compassion for the welfare of subordinates)
- negativity (an interpersonal style that has a negative impact on organizational climate)
- exploitation (the perception that the superior is getting ahead at team member expense.)
Describe methods that SNCOs can use to help facilitate a positive culture in an organization.
Leader training and development- The means of addressing toxic, counterproductive leadership cannot be limited to punishment, removal, and dismissal nor individualistic character development. Leaders need skills in demonstrating and promoting resect among team members
Leader assessment- Since toxic leaders are experts in appearances, they tend to benefit from the biased performance evaluation system. Supervisory leaders need skills in identifying toxic behaviors, confronting subordinates, and coaching soldiers in healthy leadership
Organizational culture and policies- The purpose of the military departments' core values is to clarify expectations and behaviors as a means of addressing toxic leadership. the military departments need to reinforce a culture that truly reflects the highest standards of values-based behavior. Tis means that
members not only refrain from disrespecting each other but that they also demonstrate the highest resect for each other; that they not only give the appearance of selfless service as they pursue personal benefits but that they also serve to empower others' success, even if they receive nothing in return; and that they also hold each other accountable.
Identify conditions in which toxic behaviors can manifest themselves in an organization.
An organization experiences toxicity because its culture, policies, and systems create the conditions for tolerating and enabling uncivil behaviors.
Typically, an organization identifies the problem only as the toxic individual, overlooking the environmental factors in its culture, policies, and systems that are creating the conditions for the toxicity to flourish.
Leaders often take a strong stance against incivility yet respond to allegations of workplace toxicity with surprise, denial, excuses, and disbelief.
A leader may be aware of but willing to tolerate toxic behaviors due to the personal or professional benefits resulting from the toxic person's short-term factual or perceived productivity.
Many times, an organization does not know how to deal with a toxic person and either reassigns or isolates and reallocates the toxic person's responsibilities to other, already overworked personnel, none of which actions address the behavior. Or, as is often the case, the toxic person is left in place and the targeted person is reassigned out of the toxic situation
We focus on 3 of Schein's 12 embedding mechanisms, 2 primary and 1 secondary, to show where potential exists to transform culture in the Defense Department. The three-step process is as follows:
- assess and benchmark organizational culture-- : What leaders pay attention to, measure, and control on a regular basis
- embrace feedback-- Leader reactions to critical incidents and organizational crise
- transform the culture-- Changing organizational systems and procedures--1. Leadership buy-in to subordinates 2. Subordinate gives permission to be taught 4. Leader and subordinates become vulnerable (creating the ability to identify strengths and weaknesses) 5. Proper administration of feedback.
Identify the differences between various leadership models
Adaptive Leadership- Issues may be hard to identify or not clearly understood; happens in the gut & heart; relational work; challenges the status quo
Transformational Leadership- requires leaders to have 4 types of behaviors; idealized influence, inspirational motivation, intellectual motivation, individualized consideration
Transactional Leadership- relies on rewards and punishments; extrinsically motivated, practicality, resistance to change, discourages independent thinking
Moral Myopia is the difficulty people sometimes have in clearly seeing ethical issues and ethical challenges
Moral Muteness is remaining silent when observing immoral behavior
Moral Pluralism is the notion that various conflicting values may all be equally valid and worthy of respect
Ethical Fading occurs when people focus on some other aspect of a decision so that the ethical dimensions of the choice fade from view
Explain the relationship between ethics and a culture of trust and respect
Organizational ethics affect all aspects of your unit's culture and properly understanding these concepts will lead to improved morale and trust, not only among unit members but for organizations across the service.
Describe how SNCOs can establish an ethical climate to foster trust-based relationships
You must constantly assess the culture of your organization to ensure your actions, and those of everyone you lead, fall within the confines of ethical behavior.
Describe the five phases of the DEOCS
Phase 1 (Prepare) -planning stage
- plan development
- commander/director in-brief
- notification Phase 2 (Conduct)
- request DEOCS
- publicly endorse
- conduct Phase 3 (Interpert)
- review
- compare
- understand
- validate
- triangulate
- identify potential CAP Phase 4 (Develop)
- establish the action planning team
- developing the action plan
- identify the problem
- define the problem
- develop COAs
- analyze COAS
- define the GAP
- bridge the Gap
- select COA
- develop the Action Plan -implement the Action Plan
- evaluate and enforce
- plan the out-brief Phase 5 (Execute)
- determine if the plan is effective
- execute
- determine what to reevaluate
- review your strategies
- determine who will monitor & enforce
Describe the role of the SNCO in the organization as it relates to completing a DEOCS and implementing change
As a SNCO, you have the duty of ensuring subordinates understand the importance of the DEOCS and supporting the commander's action plan to address problem areas.
DOECS Phase 1
-PLANNING STAGE- During the planning stage, clearly define the purpose of the assessment, list all resources required to administer the assessment, identify supporting staff required to execute the organizational assessment, identify the organization(s) being assessed, collect organization demographics and unit composition, and identify the types of assessment methods that will be used during the assessment.
- PLAN DEVELOPMENT- The Plan Development stage results in developing a time line to guide and forge coordination and synchronization efforts across the organization(s). Once coordination is complete and the order is approved, the assessment team needs to develop an in-brief for the commander/director.
- COMMANDER IN-BRIEF- Begin the briefing by introducing the team. Then brief the key points on the plan concept and who will be involved. It should discuss the proposed timeline, expectations for completion, and how and when other assessment methods may be employed. At the end of the brief, ask for additional guidance and plan approval. Once the commander has approved the plan or provided additional guidance and notified the participants, the team is ready to move to Phase 2 "Conduct."
- NOTIFICATION- Once the commander/director has approved the plan and order, prepare to release the order in accordance with your organization's protocol. Next, brief key leaders on the plan concept to maximize support and employee participation. Additionally, do not forget to reconfirm participants in preparation for Phase 2
Describe the seven principles of Mission Command
COMPETENCE- Commanders and subordinates achieve the level of competence to perform assigned tasks to standard through training, education, assignment experience, and professional development. Commanders continually assess the competence of their subordinates and their organizations. This assessment informs the degree of trust commanders have in their subordinates' ability to execute mission orders in a decentralized fashion at acceptable levels of risk
Explain Sexual Assault Prevention and Response (SAPR) General Training Requirements for DOD personnel.
Summarize the purpose of each checklist provided in the SAPR policy toolkits for Command Teams.
30-Day Checklist to provide a baseline response to adult sexual assault victim(s) and alleged offender(s) in the event of an Unrestricted Report of sexual assault.
Identify Air Force Social Media Guidelines. (Remembering)
Summarize the five types of co-workers to never friend on Facebook. (Understanding)
your boss coworkers you don't have relationship with coworkers way below your pay grade coworkers you've had tensions with any coworker on your first day
Describe the benefits of social media in the workplace. (Understanding)
increase productivity skilled at interacting with others and solving problems sharpened employees concentration more creative better team building quick way to collect information marketing recruiting
Describe the challenges and constraints of social media in the workplace. (Understanding)
perceived loss in staff productivity, data leakage from staff gossiping freely in an open environment, damage to a business's reputation, scam practiced by cyber crooks, and the open access to organization's information due to outdated passwords.
Summarize the role social media has in employee productivity in the workplace. (Understanding)
In it, if influenced in a different way, social media can help organizations be more productive and employees in the workplace form a group that fosters a culture of diversity, respect, and openness. It facilitates organizations with the incredible knowledge and information that need to stay on top of business industry.
Summarize the concerns with social media in the U.S. military. (Understanding)
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