ba350 exam two--mixed questons ch.12-15
Michael is a manager whose subordinates have moderate readiness. According to the Hersey and Blanchard model of leadership, Michael should use which of the following styles? (A) Telling (B) Selling (C) Participating (D) Delegating (E) Situational
(B) Selling
The second step in the integrative framework for the implementation of task redesign is (A) diagnosis of the work system and context. (B) recognition of a need for a change. (C) go/no-go decision. (D) cost-benefit analysis of proposed changes. (E) selection of task redesign as a potential intervention.
(E) selection of task redesign as a potential intervention
Baby Boomers were born between the years (A) 1930-1945 (B) 1960-1970 (C) 1945-1960 (D) 1970-1980 (E) 1980-2000
1945-1960
Generation X includes people who were born (A) between 1930 and 1945. (B) between 1910 and 1930. (C) between 1945 and 1960. (D) between 1970 and 1980. (E) between 1960 and 1980.
1960-1980
The number of people born in the U.S. between 1945 and 1960 was approximately (A) 38 million. (B) 27 million. (C) 100 million. (D) 56 million. (E) 38 million.
56 million
_________ conflict management norms resolve conflict in a cooperative manner. (A) Active (B) Passive (C) Agreeable (D) Disagreeable (E) Strategic
Agreeable
Which of the following is NOT a common theme of organizational culture? (A) being casual or formal (B) innovation (C) ethics (D) collaboration (E) All of these are common themes of organizational culture.
All are common themes
The profile of an entrepreneur typically includes each of the following EXCEPT (A) a focus on concrete results (B) a willingness to take risks (C) an appreciation for the status quo (D) a desire to assume responsibility (E) a need for achievement
An appreciation for the status quo
_________ are those organizational values that have become so taken for granted over time that they become the core of the company's culture. (A) Enacted values (B) Espoused values (C) Artifacts (D) Assumptions (E) Formal practices
Assumptions
Which of the following is NOT considered an example of organization development? (A) Job enlargement to reduce absenteeism and improve morale (B) Automating an assembly line to increase production (C) Autonomous work teams to improve cohesiveness (D) Job enrichment to satisfy esteem needs (E) Sensitivity training to improve communications
Automating an assembly line to increase production
Which of the following traits forms the basis of Robert House's theory of leadership? (A) job-centered behavior. (B) employee-centered behavior. (C) initiating structure. (D) consideration. (E) charisma.
Charisma
Southwest Airlines has a(n) __________ conflict culture. (A) avoidant (B) dominating (C) collaborative (D) passive-aggressive (E) none of these
Collaborative
The fourth step in the integrative framework for the implementation of task redesign is (A) diagnosis of the work system and context. (B) recognition of a need for a change. (C) go/no-go decision. (D) cost-benefit analysis of proposed changes. (E) selection of task redesign as a potential intervention.
Cost benefit analysis of proposed changes
Moira is a manager whose subordinates have high readiness. According to the Hersey and Blanchard model of leadership, Moira should use which of the following styles? (A) Telling (B) Selling (C) Participating (D) Delegating (E) Situational
Delegating
Which of the following is NOT a good "netiquette" tip for managers? (A) be careful not to disseminate confidential information (B) never use email if the message if highly complex or technical (C) do not CC or BCC anyone when using email to discuss employee performance (D) never use email to fire anyone or deliver any type of bad news (E) do not rely on email so much that you forgo personal contact
Do not CC or BCC anyone when using email to discuss employee performance
In a(n) _________ conflict culture, open confrontations are accepted, as are heated arguments and threats. (A) dominating (B) collaborative (C) strategic (D) avoidant (E) passive-aggressive
Dominating
Which of the following is NOT a good suggestion for creating the conditions that enable communities of practice to flourish? (A) start with a clear area of business need (B) recruit management involvement (C) don't start timidly (D) build on informal employee initiatives already underway (E) celebrate contributions
Dont start timidly
_________ values and norms are the values and norms that employees exhibit based on their observations of what actually goes on in the organization. (A) Enacted (B) Espoused (C) Artifact (D) Assumed (E) Formal
Enacted
_________ values and norms are the preferred values and norms explicitly stated by the organization. (A) Enacted (B) Espoused (C) Artifact (D) Assumed (E) Formal
Espoused
Which type of innovation do other innovations often rely on? ( A) strategic (B) radical (C) systems (D) incremental (E) cultural
Incremental
Because workgroups develop their own subcultures, _________ can be used to build a common cultural foundation. (A) mass emails (B) instant messaging programs (C) bulletin boards (D) intranets (E) IRC channels
Intranets
Culture resists change for all of the following reasons EXCEPT (A) it is typically communicated through stories and symbols. (B) it embodies the basic values in the firm. (C) it changes so frequently that employees begin to resist further change. (D) it is often taken for granted. (E) it involves changing basic assumptions.
It changes so frequently that employees begin to resist further change
Rather than dealing openly with conflict, a(n) _________ conflict culture resists conflict with tactics such as withholding information or withdrawing from contact with coworkers. (A) dominating (B) collaborative (C) strategic (D) avoidant (E) passive-aggressive
Passive aggressive
All of the following statements about change are true EXCEPT (A) An organization may resist change. (B) Change is inevitable. (C) An organization may promote change. (D) Resistance to change is inevitable. (E) Resistance to change should be eliminated.
Resistance to change should be eliminated
A conflict culture is a (A) culture that is characterized by a lot of disagreement. (B) set of shared norms for managing conflict. (C) culture that attempts to avoid conflict as much as possible. (D) set of shared norms for avoiding conflict. (E) culture that is internally inconsistent.
Set of shared norms for managing conflict
_________ conflict management norms resolve conflict in a competitive manner. (A) Active (B) Passive (C) Agreeable (D) Disagreeable (E) Strategic
Strategic
In a ______________ culture, employee values and behaviors are consistent with the organization's values, and the culture is resistant to change. (A) strong negative (B) strong positive (C) weak negative (D) weak positive (E) moderate neutral
Strong positive
A(n) _________ innovation creates a new functionality by assembling existing parts in new ways . (A) strategic (B) radical (C) systems (D) incremental (E) cultural
Systems
When the gasoline engine was combined with bicycle and carriage technology to create automobiles, that was an example of which kind of innovation? (A) strategic (B) radical (C) systems (D) incremental (E) cultural
Systems
When managers consider the impact of a change on the culture, the dominant coalition, and the people, tasks, and structure of the organization, they are more likely to be successful because they have (A) taken a holistic view. (B) secured top management support. (C) considered international issues. (D) started small. (E) encouraged participation.
Taken a holistic view
Manny is a manager whose subordinates have low readiness. According to the Hersey and Blanchard model of leadership, Manny should use which of the following styles? (A) Telling (B) Selling (C) Participating (D) Delegating (E) Situational
Telling
When the culture they observe contradicts the culture formally espoused in corporate pamphlets, new employees come to accept (A) a mixture of the two. (B) the pamphlets, unless they prefer the observed culture. (C) the pamphlets, unless they're really badly written. (D) the actual cultural values rather than those formally espoused. (E) the actual cultural values rather than those formally espoused, unless the pamphlets are particularly convincing.
The actual cultural values rather than those formally espoused
With respect to management development, which of the following is NOT true? (A) The value of management development is a proven fact. (B) Management development objectives must be compatible with organizational objectives. (C) Management development is a long-range process. (D) Organizations must use care in identifying their unique developmental needs. (E) Management development is multifaceted and complex.
The value of management development is a proven fact
The process of systematically planning, organizing, and implementing change, from the disassembly of the current state to the realization of a fully functional future state within an organization, is called (A) unfreezing. (B) transition management. (C) refreezing. (D) change agency. (E) organizational design.
Transition management
In a ______________ culture, employee values and behaviors are consistent with the organization's values, and the culture is receptive to change. (A) strong negative (B) strong positive (C) weak negative (D) weak positive (E) moderate neutral
Weak positive
A mechanistic structure can be characterized by all of the following EXCEPT (A) it is primarily hierarchical. (B) communication is typically vertical. (C) knowledge is concentrated at the top. (D) instructions come from the boss. (E) a high focus on adaptability.
a high focus on adaptability
With respect to managing change, management should consider resistance to change as (A) something to be overcome as quickly as possible. (B) a signal to carefully examine the advantages and disadvantages of a change. (C) something to be avoided. (D) an opportunity to reinforce their authority. (E) a commonplace, everyday event and not worry about it.
a signal to carefully examine the advantages and disadvantages of a change
A(n) _________ conflict culture strives to preserve order and control and/or to maintain harmony and interpersonal relationships. (A) dominating (B) collaborative (C) strategic (D) avoidant (E) passive-aggressive
avoidant
Organizations with a _________ are characterized by formal division of labor, hierarchy, and standardization of work procedures. (A) matrix structure (B) functional structure (C) bureaucratic structure (D) prebureaucratic structure (E) lattice structure
bureaucratic structure
A large organization's legal department is staffed solely with lawyers. This illustrates (A) matrix structure. (B) functional structure. (C) bureaucratic structure. (D) prebureaucratic structure. (E) lattice structure.
bureaurcratic structure
Jobs grouped according to traditional business tasks such as marketing and human resources are grouped by (A) work process. (B) employee knowledge and skills. (C) business function. (D) client. (E) location.
business function
Which of the following is NOT an organizational source of resistance to change as identified by Katz and Kahn? (A) overdetermination (B) threatened expertise (C) centralization (D) group inertia (E) All of these represent resistance to change.
centralization
Which of the following traits forms the basis of Robert House's theory of leadership? (A) job-centered behavior. (B) employee-centered behavior. (C) initiating structure. (D) consideration. (E) charisma.
charisma
Grouping employees by ___________ is similar to grouping them by output, except that the focus is on specific job tasks rather than on what the final product is. (A) work process (B) employee knowledge and skills C) business function (D) client (E) location
client
Which term refers to a group of people whose shared expertise and interest in a joint enterprise informally binds them together? (A) community of practice (B) task force (C) liaison role (D) direct contact (E) cross-functional team
community of practice
Which term refers to a permanent committee formed to address specific problems or recurring needs? (A) community of practice (B) task force (C) liaison role (D) direct contact (E) cross-functional team
cross functional team
Transition management (A) is the responsibility of an outside consultant. (B) is the responsibility of the change agent. (C) relieves the regular management team of its normal duties. (D) halts business as usual during the change process. (E) deals with the unintended consequences of change.
deal with unintended consequences of change
Which leadership style of the Hersey and Blanchard model entails allowing followers to work independently with little or no overseeing? (A) Telling (B) Selling (C) Participating (D) Delegating (E) Situational
delegating
A ________ is a collection of functions organized around a particular geographic area, product or service, or market. (A) division (B) lattice (C) network organization (D) matrix (E) bureaucracy
devision
____ is the extent to which workers in an organization specialize as opposed to performing a variety of tasks as generalists. (A) Segregation (B) Departmentalization (C) Differentiation (D) Administrative component (E) Division of labor
devision of labor
The third step in the integrative framework for the implementation of task redesign is (A) diagnosis of the work system and context. (B) recognition of a need for a change. (C) go/no-go decision. (D) cost-benefit analysis of proposed changes. (E) selection of task redesign as a potential intervention.
diagnosis of the work system and context
In which integrating mechanism do managers from different units informally work together to coordinate or to identify and solve shared problems? (A) community of practice (B) task force (C) liaison role (D) direct contact (E) cross-functional team
direct contact
The main advantage of division of labor is that it promotes (A) worker satisfaction. (B) worker autonomy. (C) the creation of stimulating jobs. (D) efficient use of labor. (E) increased employee motivation.
efficient use of labor
Which of the following attributes is NOT culturally contingent? (A) risk taking (B) sensitive (C) evasive (D) cunning (E) egocentric
egocentric
Which attribute is considered positive in some cultures but not in others? (A) evasive (B) ruthless (C) honest (D) dependable (E) egocentric
evasive
Characteristics of the organization that may substitute for leadership include all of the following EXCEPT (A) rules and procedures. (B) physical distance between supervisor and employee. (C) rigid reward structure. (D) plans and goals. (E) experienced workforce.
experienced workforce
. Although it is difficult to determine, there exists an optimal organizational size. (A) True (B) False
false
A dominating conflict culture is passive and disagreeable. (A) True (B) False
false
A major obstacle to changing an organization's culture is that even if the culture is successfully changed, it's likely to change back shortly after. (A) True (B) False
false
Activities of transactional leadership are similar to those of charismatic leadership.
false
Departmentalization by customer is based heavily on geography. (A) True (B) False
false
Innovation involves targeted aspects of the organization. (A) True (B) False
false
Most organizational problems can be fixed with restructuring. (A) True (B) False
false
Over the years, the path-goal theory of leadership has been abandoned in favor of more transactional approaches to leadership.
false
Strong organizational cultures are always better than weak organizational cultures. (A) True (B) False
false
The survey feedback process includes five distinct stages that begin with problem identification. (A) True (B) False
false
Transformational leadership focuses heavily on keeping the status quo.
false
When an organization's enacted values contradict its espoused values, new employees adopt the espoused values. (A) True (B) False
false
To succeed in a rapidly changing environment, an organization needs to have a more _________ structure. (A) centralized (B) formalized (C) bureaucratic (D) mechanistic (E) flexible
flexible
According to Hersey and Blanchard, what does appropriate leader behavior depend on? (A) follower personality (B) follower loyalty (C) follower readiness (D) organizational budgets (E) intragroup conflict
follower readiness
. _________ is an organizational structure that groups people with the same skills, or who use similar tools or work processes, together into departments. (A) Matrix structure (B) Functional structure (C) Bureaucratic structure (D) Prebureaucratic structure (E) Lattice structure
functional structure
In a ____________, regional and/or country managers are given substantial autonomy to adapt strategies to fit local situations. (A) global area division structure (B) regional lattice structure (C) regional headquarters structure (D) global product division structure (E) global transnational division structure
global area division structure
Which type of multinational organizational structure is appropriate when local differences are large and the benefits of global integration are small? (A) global area division structure (B) regional lattice structure (C) regional headquarters structure (D) global product division structure (E) global transnational division structure
global area division structure
In a ____________, all functional activities are controlled by a product group at headquarters; local managers do not usually provide input into product decisions and are involved only in local administrative, legal, and financial affairs. (A) global area division structure (B) regional lattice structure (C) regional headquarters structure (D) global product division structure (E) global transnational division structure
global product division structure
Which type of multinational organizational structure works best when both global integration and local responsiveness are needed? (A) global area division structure (B) regional lattice structure (C) regional headquarters structure (D) global product division structure (E) global transnational division structure
global transnational division
A ____________ has a balanced, matrixed relationship between local managers and headquarters with a two-way flow of ideas, resources, and employees between the two locations. (A) global area division structure (B) regional lattice structure (C) regional headquarters structure (D) global product division structure (E) global transnational division structure
global transnational structure
Large organizations tend to have a _________ hierarchy and _________ specialization than small organizations . (A) smaller, more (B) smaller, less (C) greater, more (D) greater, less (E) none of these
greater, more
Situations with implicit plans and goals and a malleable reward structure require a ______ degree of leadership. (A) nonexistent (B) low (C) moderate (D) high (E) variable
high
When introducing job changes, managers must consider all of the following EXCEPT (A) the total work environment within which the job exists. (B) whether the job changes require adjustments in other organizational components. (C) how to limit what employees know about the changes. (D) whether workers have, or can easily obtain, the newly required skills.
how to limit what employees know about the changes
The expected benefits from quality-of-work-life programs include all of the following EXCEPT (A) positive attitudes. (B) increased centralization of leadership. (C) increased effectiveness of the organization. (D) increased goal accomplishment. (E) increased productivity.
increased centralization of leadership
Which type of innovation is the most common? (A) strategic (B) radical (C) systems (D) incremental (E) cultural
incremental
The difference between direct contact and a liaison role is that direct contact is _________ whereas a liaison role is _________. (A) formal, informal (B) informal, formal (C) temporary, permanent (D) permanent, temporary (E) effective, ineffective
informal, formal
In organizations with a _________, cross-functional and cross-level subteams are formed and dissolved as necessary to complete specific projects and tasks. (A) matrix structure (B) functional structure (C) bureaucratic structure (D) prebureaucratic structure (E) lattice structure
lattice structure
The central premise of the leadership substitutes perspective is that (A) leader behaviors may be irrelevant in some situations. (B) anyone can be a leader with proper training. (C) effective leaders replace the need for rigid rules and policies. (D) non-leaders can fill in for leaders, but only temporarily. (E) performing the leadership role requires replacing management activities with leadership activities.
leader behaviors may be irrelevant in some situations.
In LMX theory, what ultimately determines whether the follower becomes in-group or out- group? (A) the leader's competence (B) the follower's competence (C) the follower's perception of the leader (D) the leader's perception of the follower (E) the size of the work group
leaders perception of the follower
Gary was a relatively new and inexperienced leader assigned to an experienced work group with long-standing performance norms and strong group cohesiveness. The norms and cohesiveness of the group were so strong that nothing Gary did to change things had much effect. This situation is known as a(n) __________. (A) in-group/out-group dichotomy (B) poor leader-member exchange (C) strategic quandary (D) leadership substitutes (E) leadership neutralizer
leadership neutralizer
Individual task and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance are called (A) leadership transformations. (B) leadership attributions. (C) strategic leadership. (D) leadership substitutes. (E) charisma.
leadership substitutes
In which integrating mechanism is a manager or team member held formally accountable for communicating and coordinating with other groups? (A) community of practice (B) task force (C) liaison role (D) direct contact (E) cross-functional team
liaison rule
Strategic leadership includes all of the following EXCEPT (A) leading change. (B) understanding the organization (C) understanding the organization's environment. (D) maintaining a superior alignment of the organization and the environment. (E) maintaining ethical leadership
maintaining ethical leadership
Each of the following is associated with transformational leaders EXCEPT (A) recognizing a need for change. (B) creating a vision to guide change. (C) having tremendous influence. (D) managing routine work. (E) executing change.
managing routine work
In organizations with a _________, employees report to both a project or product team and to a functional manager. (A) matrix structure (B) functional structure (C) bureaucratic structure (D) prebureaucratic structure (E) lattice structure
matrix
Which of the following is NOT one of the keys to successful change management? (A) Reward those who contribute to change. (B) Secure top management support. (C) Encourage participation by those affected by the change. (D) Maximize employee job satisfaction. (E) Foster open communication.The process of
maximize employee job satisfaction
In the continuous change process model, the final step is (A) measurement, evaluation, and control. (B) OB modeling. (C) a system audit and modification. (D) the change agent. (E) transition management.
measurement, evaluation, and control
When there is a small span of control, there is likely to be (A) an increase in the number of workers. (B) less control over production workers. (C) more administrative levels. (D) less bureaucracy. (E) looser managerial control.
more administrative levels
Research suggests that male leaders are, on average, ____________ than female leaders. (A) more charismatic (B) less nurturing (C) more nurturing (D) less autocratic (E) more autocratic
more autocratic
Compared to wider spans of control, narrow spans of control are _________ costly and provide _________ supervision and coaching. (A) less, more (B) more, less (C) less, less (D) more, more (E) equally, just as much
more,more
Which organizational source of resistance to change occurs when changes to tasks don't take into account the interdependence among organizational elements such as people, structure, tasks, and the information system? (A) changes in resource allocation (B) narrow focus of change (C) overdetermination (D) threatened expertise (E) group inertia
narrow focus of change
In which type of organization do managers spend a lot of time coordinating and controlling the network of contractors and strategic alliances? (A) multinational organization (B) lattice organization (C) network organization (D) matrix organization (E) bureaucratic organization
network organization
A _________ is a collection of autonomous units or firms that act as a single larger entity, using social mechanisms for coordination and control. (A) division (B) lattice (C) network organization (D) matrix (E) bureaucracy
networking organization
The ____ shows all people, positions, reporting relationships, and lines of formal communication in the organization. (A) objectives chart (B) organizational chart (C) position chart (D) PERT chart (E) activities chart
organizational chart
Information processing and communication changes include all of the following EXCEPT (A) a new generation of computers. (B) people may not need offices. (C) work stations will be more electronic than paper and pencil. (D) organizations will have systematic plans for changes. (E) satellite systems for data transmission.
organizations will have systematic plans for change
Which organizational source of resistance to change occurs because numerous organizational systems are in place to maintain stability? (A) changes in resource allocation (B) narrow focus of change (C) overdetermination (D) threatened expertise (E) group inertia
overdetermination
Leaders who are coaches contrast leaders who are _______. (A) overseers (B) effective (C) ineffective (D) participative (E) strategic
overseers
Michelle is a manager whose subordinates have moderate-to-high readiness. According to the Hersey and Blanchard model of leadership, Michelle should use which of the following styles? (A) Telling (B) Selling (C) Participating (D) Delegating (E) Situational
participating
Which type of organizational structure provides the founder the most control over the organization's decisions and growth? (A) matrix structure (B) functional structure (C) bureaucratic structure (D) prebureaucratic structure (E) lattice structure
prebureaucratic
Smaller organizations with low standardization, total centralization, and mostly one-on-one communication have a (A) matrix structure. (B) functional structure. (C) bureaucratic structure. (D) prebureaucratic structure. (E) lattice structure.
prebureaucratic structure
The internet was an example of which kind of innovation? (A) strategic (B) radical (C) systems (D) incremental (E) cultural
radical
Which type of multinational organizational structure is best when a balance of global integration and local responsiveness is needed? (A) global area division structure (B) regional lattice structure (C) regional headquarters structure (D) global product division structure (E) global transnational division structure
regional head quarters
In a ____________, a headquarters is established in major geographical areas that works collaboratively with the product divisions to give the local units clearer operational goals and directions. (A) global area division structure (B) regional lattice structure (C) regional headquarters structure (D) global product division structure (E) global transnational division structure
regional headquarters structure
According to Project GLOBE, which type of leadership includes behaviors intending to ensure the safety and security of the leader and the group? (A) participative (B) self-protective (C) humane-oriented (D) team-oriented (E) autonomous
self protective
Which term refers to having a high concern with others' perceptions and adjusting one's behavior to fit the situation?
self-monitoring
Which leadership style of the Hersey and Blanchard model entails offering direction and role definition accompanied by explanation and information? (A) Telling (B) Selling (C) Participating (D) Delegating (E) Situational
selling
____ is the number of people reporting to a manager (A) Administrative intensity (B) Span of control (C) Work group size (D) Organizational control (E) Organizational management
span of control
Organization development involves attempts to plan organization changes, which excludes _________ initiatives. (A) spontaneous (B) premeditated (C) strategic (D) ineffective (E) none of these
spontaneous
A leader who achieves a superior alignment between the organization and the environment is known as a(n) (A) virtual leader. (B) externalized leader. (C) charismatic leader. (D) initiating structure leader. (E) strategic leader.
strategic leader
Which type of leadership entails the ability to understand the complexities of both the organization and its environment so as to maintain a superior alignment between them? (A) Transformational leadership (B) Charismatic leadership (C) Strategic leadership (D) Transactional leadership (E) Virtual leadership
strategic leadership
22. The structure of an organization is defined as (A) the basic purpose of the organization. (B) the sum of the individual working arrangements in place in an organization. (C) a system of task, reporting, and authority relationships. (D) a system of relationships that provides a framework of people. (E) the basis through which individual activities are monitored.
system of task,reporting, and authority relatonships
Which of the following is NOT true about communities of practice? (A) they must be recognized by executive leadership (B) they usually do not show up on organizational charts (C) they can use the company intranet to develop a sense of community (D) they share knowledge and experience openly and creatively (E) All of these are true of communities of practice.
they must be recognized by execututive leadership
Which organizational source of resistance to change occurs when a job redesign or a structural change transfers responsibility for a specialized task from the current expert to someone else? (A) changes in resource allocation (B) narrow focus of change (C) overdetermination (D) threatened expertise (E) group inertia
threatened expertise
Which of the following organizational sources of resistance occurs when decision-making authority is redistributed? (A) Fear of the unknown (B) Narrow focus of change (C) Threatened power (D) Habit (E) Resource allocation
threatened power
A leader who initiates change in a company by enhancing the culture of the work environment is using (A) charismatic leadership. (B) transactional leadership. (C) transformational leadership. (D) strategic leadership. (E) path-goal leadership.
transformational leadership
A transactional leader is careful to assign work and evaluate performance.
true
Management development programs rely heavily on participative methods such as case studies and role playing to instruct employees. (A) True (B) False
true
The leader-member exchange model (LMX) of leadership stresses the importance of the relationships between supervisors and subordinates.
true
The path-goal theory has undergone major refinements over the years.
true
Which of the following may help explain the pattern of differences between men and women leaders? (A) Men tend to be less supportive. (B) Women tend to be less aggressive. (C) Women tend to be more task focused. (D) Women face more resistance from stereotyping. (E) Men tend to have stronger interpersonal skills.
women face more resistance from stereotyping
Dividing an organization's manufacturing jobs into drill press, milling, heat treat, and assembly areas is an example of grouping employees by (A) work process. (B) employee knowledge and skills. (C) business function. (D) client. (E) location.
work process