Principles of Management CH 12

Bottom-up change tries to tap into ideas and initiative at lower organizational levels and lets them percolate upward.

T

The finance and accounts team members in a company who are Europeans believe that they are the most important contributors to the organization. Which of the following concepts is best illustrated by this example? A. Ethnocentrism B. Generational subcultures C. Structural integration D. Pluralism E. Leaking pipeline problem

A

Brad, a manager, felt that his subordinates needed to change the way they functioned to enhance performance. He interacted with them and made them aware that their present way of doing things was not effective enough. He tried to ensure that the employees accepted that change was inevitable. On the basis of the given information, it can be concluded that Brad is in the _____ phase of the planned change. A. freezing B. unfreezing C. structuring D. refreezing E. improvising

B

In the context of organizational change, _____ change bends and adjusts existing ways to improve performance. A. radical B. incremental C. transformational D. top-down E. frame-breaking

B

Clayton, a manager, wanted to implement some changes in the processes at work. He used facts and reports of conducted surveys to show that the change would prove advantageous to all concerned and increase performance. Which of the following strategies is being applied by Clayton to incorporate change? A. Force Strategy B. Coercion strategy C. Rational persuasion D. Political maneuvering E. Shared power strategy

C

Darelen Inc. has majority of workers from Spanish communities and a minority of workers from the Finnish community. The policies and values of the company are directly influenced by both cultures. In the context of characteristics of multicultural organizations, this is an example of _____. A. network integration B. structural diversity C. pluralism D. nepotism E. ethnocentrism

C

Suzanne, a marketing manager at Ralens Inc. is criticized for being "too lenient" when interacting with women and "too harsh" when communicating with men. This situation best exemplifies the existence of _____. A. occupational subculture B. gender paradox C. glass ceiling D. double-bind dilemma E. discriminatory jeopardy

D

When Andre started working for the company, he would often be told about the achievements of one of his colleagues, Jose, by his manager. Jose had, on many occasions, been named "Employee of the Month". Which of the following components of the observable culture of Andre's organization is illustrated in this example? A. Ceremonies B. Legends C. Symbols D. Heroes E. Metaphors

D

Abigail, an ambitious professional, worked very hard as an assistant manager in an organization for three years. Even though she had worked with efficiency and determination she was not promoted to the manager's position. She finally gave up pursuing her career goals. Which of the following concepts is illustrated in this example? A. Functional subculture B. Scaffolding C. Biculturalism D. Force management strategy E. Leaking pipeline problem

E

Marco, a new employee at Krone Inc., is resisting change in processes because he is feeling apprehensive about the fast rate at which change is occurring. In the context of resistance to change, which of the following represents Marco's thought process? A. Disrupted habits B. Loss of face C. Lack of purpose D. Work overload E. Poor timing

E

How does the glass ceiling affect women?

Glass ceiling is an invisible barrier that limits the professional advancement of women and minorities in some organizations. One reason why more women aren't getting to the top is that the glass ceiling still causes many to plateau or drop out at earlier career stages. This glass ceiling isn't always based on outright gender prejudice. But it may trace to male- dominant organizational cultures and executive mindsets that have a hard time tolerating women who want both families and careers, thus making it hard for them to resolve the "produce or reproduce dilemma." Even as employers put into place female-friendly human resource policies such as flexible hours or work arrangements, some women may feel forced at times to choose between career and family. It's a choice that career often loses. The term leaking pipeline problem is now used to describe situations where qualified and high-performing women drop out of upward career paths for these reasons and other glass ceiling obstacles.

Organizational culture can have a big impact on performance through its influence on employees and customers.

T

The glass ceiling leads to the leaking pipeline problem.

T

The observable culture is visible and readily apparent at the surface of every organization.

T

The organizational culture is what you see and hear when walking around an organization as a visitor, a customer, or an employee.

T

Transformational change is at the top of the organizational change pyramid.

T

Write a short note on how resistance to change can be used to achieve a better "fit" among the planned change, the situation, and the people involved.

The presence of resistance usually means that something can be done to achieve a better "fit" among the planned change, the situation, and the people involved. Things to check when seeking a better fit include the following. 1. Check the benefits—Make sure the people involved see a clear advantage in making the change. People should know "what is in it for me" or "what is in it for our group or the organization as a whole." 2. Check the compatibility—Keep the change as close as possible to the existing values and ways of doing things. Minimizing the scope of change helps keep it more acceptable and less threatening. 3. Check the simplicity—Make the change as easy as possible to understand and use. People should have access to training and assistance to make the transition to new ways as easy as possible. 4. Check the triability—Allow people to try the change little by little, making adjustments as they go. Don't rush the change, and be sure to adjust the timing to best fit work schedules and cycles of high/low workloads.

Briefly describe the characteristics of a multicultural organization.

• Pluralism—members of both minority cultures and majority cultures are influential in setting key values and policies. • Structural integration—minority-culture members are well represented in jobs at all levels and in all functional responsibilities. • Informal network integration—various forms of mentoring and support groups assist in the career development of minority-culture members. Absence of prejudice and discrimination—A variety of training and task-force activities address the need to eliminate culture-group biases. • Minimum intergroup conflict—Diversity does not lead to destructive conflicts between members of majority and minority cultures.

Ramon, a new employee at SRV Inc., finds that the company encourages formal attire and manners of speech. He notices that people are very organized in their approach to different tasks and all communication follows a strict hierarchy. In the given context, Ramon is observing the _____ culture at the organization. A. observable B. core C. informal D. team E. horizontal

A

With respect to the force-coercion strategy, _____ involves straightforward and unilateral action to "command" that change take place. A. direct forcing B. political maneuvering C. diplomatic coercing D. indirect maneuvering E. alliance forming

A

_____ is the system of shared beliefs and values that guides behavior in organizations. A. Organizational culture B. Organizational tactics C. Organizational dynamics D. Organizational motives E. Organizational workflow

A

In the context of multicultural organizations, _____ are groups of people who share similar beliefs and values based on their work or personal characteristics. A. gender subcultures B. organizational subcultures C. core culture groups D. generational subcultures E. ethnocentric groups

B

Which of the following change strategies is empowerment based and highly participative? A. Rational persuasion strategy B. Environmental-adaptive strategy C. Shared power strategy D. Force-coercion strategy E. Authoritarian strategy

C

In a truly multicultural organization, the organizational culture communicates and supports core values that respect and empower the full diversity of its members.

T

With respect to diversity leadership, the "affirmative action" leadership approach to diversity refers to: A. creating upward mobility for minorities and women. B. building quality relationships with respect for diversity. C. achieving full utilization of diverse human resources. D. adopting characteristics of majority cultures in order to succeed. E. helping people better understand and respect individual differences.

A

_____ is at the lowest level in an organizational change pyramid. A. Radical change B. Incremental change C. Transformational change D. Top-down change E. Frame-breaking change

B

Enterprising cultures emphasize collaboration and trust according to LeadershipIQ's description of common organizational cultures.

F

In a multicultural organization, minimum intergroup conflict ensures that: A. diversity does not lead to destructive conflicts between members of majority and minority cultures. B. a variety of training and task-force activities address the need to eliminate culture-group biases. C. various forms of mentoring and support groups assist in the career development of minority-culture members. D. minority-culture members are well represented in jobs at all levels and in all functional responsibilities. E. members of both minority cultures and majority cultures are influential in setting key values and policies.

A

It is Beth's second month at her new job, and she has noticed that people dress casually every Friday. She feels that her co-workers are helpful, and her bosses are friendly. She is comforted by the fact that if in doubt she can always ask for help and not be afraid of being shunned and embarrassed. Which of the following organizational cultures has influenced Beth? A. Observable culture B. Power culture C. Core culture D. Task culture E. Role culture

A

Michael has been a manager at Rexgen Systems for two years. He is known to be a risk- taker and always waits for the next big project. He is a hard worker and takes initiative to handle critical issues. Michael is a _____. A. passive manager B. change leader C. benevolent autocrat D. group thinker E. status quo manager

B

RZB Ltd., a clothing manufacturer, decides to upgrade its machines and train its workers in order to improve its productivity. These changes are examples of _____ change. A. radical B. incremental C. transformational D. top-down E. frame-breaking

B

The manager at Fillend Inc. noticed that his workforce displayed a very clear distinction between the old timers and the rest of the population. He decided to address this gap between the _____ that could affect the organization's performance. A. organizational sects B. generational subcultures C. ethnic subcultures D. gender subcultures E. functional subcultures

B

Which of the following scenarios depict the unfreezing stage according to Lewin's model for planned change? A. A firm firing an employee owing to bad performance B. A firm rearranging existing teams in order to cope with the new system upgrade that has to be made C. A firm re-establishing its competency in the market by executing transformational changes D. A firm hiring new employees because it is experiencing a high rate of employee turnover E. A firm deciding to outsource some of its projects because of lack of appropriate talent and high costs of working in-house

B

With respect to diversity leadership, the "valuing differences" leadership approach to diversity refers to: A. creating upward mobility for minorities and women. B. building quality relationships with respect for diversity. C. achieving full utilization of diverse human resources. D. adopting characteristics of majority cultures in order to succeed. E. allowing members to reach their full potential.

B

_____ are formed among persons who work together and share similar ages, such as Millennials and Baby Boomers. A. Organizational sects B. Generational subcultures C. Ethnic subcultures D. Gender subcultures E. Functional subcultures

B

_____ create(s) meaning and shared community among organizational members. A. Ecological fallacy B. Workplace spirituality C. Workplace etiquette D. Organizational ethics E. Bureaucratic informality

B

Which of the following is true about ethnocentrism? A. It helps in bringing together people of various cultures. B. It forms among people who work together and share similar ages. C. It is the belief that one's membership group or subculture is superior to all others. D. It forms among persons who work together and share the same gender identities. E. It refers to the belief that women cannot handle senior positions in organizations.

C

Which of the following is true of incremental change? A. It is a radical or frame-breaking change. B. Its execution results in a major and comprehensive redirection of the organization. C. It involves the evolution of products, processes, technologies, and work systems. D. It creates fundamental shifts in strategies, culture, structures, and even the underlying sense of purpose or mission. E. Its intent is to break and remake the system.

C

With respect to change strategies, a(n) _____ pursues change by participation in assessing change needs, values, and goals. A. rational persuasion strategy B. reason-based strategy C. shared power strategy D. force-coercion strategy E. authoritarian strategy

C

With respect to diversity leadership, the "managing diversity" leadership approach to diversity refers to: A. creating upward mobility for minorities and women. B. building quality relationships with respect for diversity. C. achieving full utilization of diverse human resources. D. adopting characteristics of majority cultures in order to succeed. E. helping people better understand and respect individual differences.

C

_____ tries to covertly influence others by selectively providing information and structuring events in favor of the desired change. A. Education and communication B. Explicit and implicit coercion C. Manipulation and co-optation D. Negotiation and agreement E. Facilitation and support

C

Jim Bates from the corporate office in Ireland has been working at the American branch of Inventors Inc. since a month. He has joined American conversation classes to overcome his strong accent. Though he misses Irish food, he prefers to eat out with his American colleagues. This is an example of _____. A. ethnocentrism B. socialization C. discrimination D. biculturalism E. diversity

D

Shapiro, who has made the maximum number of sales done in a day at Denrex Inc., a marketing company, is considered the best salesperson at the company. He is portrayed as a hero and a benchmark that others should reach. This gives an understanding of which of the following organizational cultures of the company? A. Power culture B. Core culture C. Task culture D. Observable culture E. Role culture

D

Which characteristic of multiculturalism implies that a variety of training and task-force activities address the need to eliminate culture-group biases? A. Structural integration B. Pluralistic differentiation C. Informal network integration D. Absence of prejudice and discrimination E. Minimum intergroup conflict

D

Which of the following change strategies in an organization pursues change through formal authority and/or the use of rewards or punishments? A. Rational persuasion strategy B. Environmental-adaptive strategy C. Shared power strategy D. Force-coercion strategy E. Collaborative strategy

D

Which of the following is an invisible barrier to advancement by women and minorities in organizations? A. Generational subcultures B. Ethnocentrism C. Multiculturalism D. Glass ceiling E. Revolving door

D

Ethnic subcultures or national subcultures are formed among persons who share the same skills and work responsibilities.

F

Occupational and functional subcultures are formed among people who work together and have roots in the same cultural community, country, or region of the world.

F

In the context of change leadership, _____ implies that change initiatives come from lower levels in the organization. A. bottom-up change B. radical change C. transformational change D. top-down change E. frame-breaking change

A

Raybern's company is not able to meet targets, and this is affecting the company's revenues. Raybern decides to hold weekly meetings with employees from all functional levels of the organization to find a solution to the company's problem. He listens to the employees carefully, and based on their suggestions, he gradually implements certain changes in the organization. This is an example of _____. A. bottom-up change B. radical change C. transformational change D. top-down change E. frame-breaking change

A

A _____ in a multicultural organization takes initiative in trying to alter the behavior of another person or social system. A. groupthinker B. change leader C. biculturalist D. mediator E. status quo manager

B

It is important to find a good fit between your personal preferences and the pace and nature of change in the career field and organizations in which you choose to work. To achieve this fit, you have to understand: A. the behavior of your co-workers. B. your tolerance for ambiguity. C. your tolerance for the observable culture of the organization. D. your perceptions about the core culture of the organization. E. how to suppress personal preferences and adhere to organizational changes.

B

Kidz-Candies Inc. is famous for its candies with international flavors such as "Tuscan- blue," "straw-berry." The company has experts from across the globe who develop new flavors from their country of origin. This has resulted in influence of various cultures onpolicies of the company. In the context of multicultural organizations, this is an example of _____. A. structural integration B. pluralism C. informal network integration D. ethnocentrism E. minimum intergroup conflict

B

According to Kurt Lewin's model for planned change, which of the following phases involves stabilizing the system after change? A. Unfreezing phase B. Structuring phase C. Refreezing phase D. Improvising phase E. Coercing phase

C

At Ray's Café, the owner always treats the customer with respect, and if any customer complains about the quality of the coffee or cakes, the owner himself addresses the issue to the customer's satisfaction. This has ensured that Ray's Café has become a very popular coffee shop. This represents Ray's Café's _____. A. power culture B. task culture C. core culture D. peripheral culture E. ceremonial culture

C

With respect to change strategies, _____ is more likely to get slower results with high commitment and long term internalization. A. rational persuasion strategy B. top-down strategy C. shared power strategy D. force-coercion strategy E. authoritarian strategy

C

_____ occurs when minority members adopt characteristics of majority cultures in order to succeed. A. Ethnocentrism B. Nepotism C. Discrimination D. Biculturalism E. Segregation

D

In the context of change leadership, innovation is embraced by status quo managers.

F

Change is a dynamic and complex process.

T

Change leaders are risk-takers.

T

Core values are beliefs and values shared by organization members.

T

Education and communication is one of the positive ways to deal with resistance to change that uses discussions, presentations, and demonstrations to educate people beforehand about a change.

T

Ethnocentrism can creep into organizations and adversely affect the way people relate to one another.

T

Existence of biculturalism in an organization implies fear of discrimination among organizational subcultures.

T

Ideally, every manager should act as a change leader.

T

In the context of leaking pipeline problem, decisions of high-performing women to drop out of upward-tracking carrier paths are not always based on outright gender prejudice.

T

The _____ of an organization consists of the main values, or underlying assumptions and beliefs that shape and guide people's behaviors in an organization. A. power culture B. core culture C. task culture D. observable culture E. role culture

B

With respect to the force-coercion strategy, _____ involves working indirectly to gain special advantage over other persons and thereby make them change. A. direct forcing B. political maneuvering C. unilateral decision-making D. rational persuading E. authoritarian planning

B

Which of the following scenarios is an example of the observable culture of an organization? A. The prohibition of the use of camera phones in the office premises B. The hostility toward whistleblowers C. The rewarding of a team's achievement by conducting a team outing D. The emphasis on deadlines E. The encouragement of innovation

C

Which of the following specifically involves making continual adjustments as changes are being implemented? A. Unfreezing B. Changing C. Refreezing D. Improvising E. Coercing

D

With respect to change leadership, which of the following implies initiation of change from senior management? A. Bottom-up change B. Incremental change C. Frame-bending change D. Top-down change E. Organic change

D

A status quo leader is a change leader who is forward-looking, proactive, supportive of new ideas, and open to criticism.

F

In the context of organizational change, _____ results in a major and comprehensive redirection of the organization. A. bottom-up change B. incremental change C. transformational change D. frame-bending change E. continuous improvement change

C

Jimi has been working at Drazer Inc., a consulting firm, for two days now. He is told by one of his colleagues about the different dos and don'ts of the organization, their values and beliefs, and the way people communicate and form groups. This information gives Jimi an insight into the: A. turnover rate in the organization. B. level of employee satisfaction in the organization. C. culture of the organization. D. degree of collectivism in the organization. E. profile of his job at the organization.

C

Lexiren Inc. follows an organizational culture where new leaders are given the opportunity to present their ideas. The company follows a flexible organizational structure where creativity, growth, and change are valued. In the context of organizational cultures, which of the following cultures is reflected in the given scenario? A. Team culture B. Hierarchical culture C. Entrepreneurial culture D. Rational culture E. Autocratic culture

C

In the context of multicultural organizations, structural integration implies that: A. diversity does not lead to destructive conflicts between members of majority and minority cultures. B. a variety of training and task-force activities address the need to eliminate culture-group biases. C. members of both minority cultures and majority cultures are influential in setting key values and policies. D. various forms of mentoring and support groups assist in the career development of minority-culture members. E. minority-culture members are well represented in jobs at all levels and in all functional responsibilities.

E

Which of the following is based on the principle that people are inwardly enriched by meaningful work and a sense of personal connection with others inside and outside of the organization? A. Ecological fallacy B. Acculturation C. Ethnocentrism D. Power culture E. Workplace spirituality

E

Collaboration is the process of helping new members learn the cultures and values of the organization.

F

Lewin's model for planned change depicts change as a non-linear, dynamic process.

F

The "changing phase" is the first phase in Lewin's model for planned change.

F

The foundation for ethnocentrism is respect for the full value of human beings.

F

The leaking pipeline problem gives an advantage to advancement by women and minorities in organizations

F

Transformational change is usually led from the bottom.

F

Workplace spirituality refers to inclusiveness, pluralism, and respect for diversity in the workplace.

F

According to Kurt Lewin's model for planned change, which of the following phases involves preparing a system for change? A. Unfreezing phase B. Changing phase C. Refreezing phase D. Improvising phase E. Coercing phase

A

Delaying a sense of urgency for change and neglecting to build a coalition of influential persons who support the change, is a major reason for the failure of the _____ phase in the Lewin's model for planned change. A. unfreezing B. changing C. refreezing D. improvising E. coercing

A

Rene has noticed that in her organization, only men are promoted to the senior positions. She feels that she is as qualified as her male counterparts, but has been denied any promotion for the past two years. Though she likes her job, she feels unappreciated and decides to quit the organization. This is an example of _____. A. the leaking pipe problem B. a power distance culture C. a generation subculture D. a gender subculture E. the functional silos issue

A

Which of the following change strategies in an organization pursues change through empirical data and sound argument? A. Rational persuasion strategy B. Environmental-adaptive strategy C. Shared power strategy D. Force-coercion strategy E. Authoritarian strategy

A

Which of the following is true of transformational change? A. It is usually led from the top. B. It is a modest, frame-bending change. C. It does not intend to break and remake the system. D. It involves gradual and continual change toward the desired result. E. It involves evolutions in products, processes, technologies, and work systems.

A

Organizational culture is usually described from the perspective of two levels—the external level and the internal level.

F

Planned change has a better chance of success when people are used to doing things the traditional way.

F

Socialism is the belief that one's membership group or subculture is superior to all others.

F

The most common error in the refreezing phase in Lewin's model for planned change is: A. facilitating the forgetting or abandoning of change with the passage of time. B. declaring victory too soon and withdrawing support before the change is really fixed in normal routines. C. implementing change before people are prepared and feel a need for it. D. not creating a sense of urgency for change and neglecting to build a coalition of influential persons who support it. E. preparing for more change even before the present one is fully implemented.

B

The owner of Makers & Bakers Ltd. has purchased a few new machines. To ensure that the new machines are effective, he continually gathers feedback from his employees and makes relevant changes by customizing the machines based on their feedback. What kind of change is depicted here? A. Framing change B. Improvisational change C. Transformational change D. Coercive change E. Radical change

B

Which characteristic of multiculturalism implies that members of both minority cultures and majority cultures are influential in setting key values and policies? A. Structural division B. Pluralism C. Integration D. Absence of prejudice and discrimination E. Minimum intergroup conflict

B

Which of the following scenarios gives us an insight into the observable culture of TZN Systems, a tech consulting firm? A. The requirement that all employees wear their ID tags B. The reward and recognition given to the best employees on a monthly basis C. The belief that hard work leads to favorable results D. The priority given to quality E. The expectation of integrity in all tasks

B

At the corporate office in Texas, expatriates have been assigned mentors who guide them on new projects. The mentors familiarize the expatriates with American culture and ways of doing business. Which of the characteristics of multiculturalism is evident here? A. Structural integration B. Pluralistic differentiation C. Informal network integration D. Absence of prejudice and discrimination E. Minimum intergroup conflict

C

Blues perfumes recently replaced its CEO. The new CEO has decided to change the organizational structure, introduce more transparency, and tweak the current style of communication to increase effectiveness and clarity. In the context of organizational change, this is an example of _____. A. bottom-up change B. incremental change C. transformational change D. frame-bending change E. continuous improvement change

C

In which of the following phases in Lewin's planned change process is it important to evaluate results, provide feedback to the people involved, and make any required modifications in the original change? A. Unfreezing phase B. Structuring phase C. Refreezing phase D. Improvising phase E. Coercing phase

C

The final phase in Lewin's planned change process is _____. A. unfreezing B. changing C. refreezing D. improvising E. coercing

C

Value-based management: A. improves the observable culture of an organization. B. increases an organization's tolerance for ambiguity. C. communicates and enacts an organization's core beliefs. D. suppresses the idea of innovation within the organization. E. emphasizes the rigidity of the organization's regulations.

C

_____ is the process through which new members learn the culture of an organization. A. Unfreezing B. Ethnocentrism C. Socialization D. Ethical reasoning E. Creative visualization

C

Chen's team has successfully completed one of the most important projects of the company. To recognize the long hours and the extra effort that Chen's team had put in, the organization gives them half a day off and organizes a team lunch. This is associated with which of the following organizational cultures? A. Power culture B. Core culture C. Task culture D. Observable culture E. Role culture

D

Edward, the director of Grover Inc., decides to make some changes in the structure of his organization. He believes that this will improve the performance of the organization. This change is an example of _____. A. bottom-up change B. incremental change C. organic change D. top-down change E. frame-bending change

D

Frenzen Inc., a tech support company, ensures that its employees are not overworked. The employees get half a day off every alternate Friday, when the men go to the local sports bar and the women hold their coffee club meetings. Which of the following subcultures is evident at the multicultural Frenzen Inc.? A. Ethnocentric subculture B. Generational subculture C. Formal subculture D. Occupational subculture E. Functional subculture

D

In multicultural organizations, informal network integration implies that: A. diversity does not lead to destructive conflicts between members of majority and minority cultures. B. a variety of training and task-force activities address the need to eliminate culture-group biases. C. members of both minority cultures and majority cultures are influential in setting key values and policies. D. various forms of mentoring and support groups assist in the career development of minority-culture members. E. minority-culture members are well represented in jobs at all levels and in all functional responsibilities.

D

The _____ is what one sees and hears when walking around an organization as a visitor, a customer, or an employee. A. role culture B. power culture C. core culture D. observable culture E. person culture

D

Mexan Ltd. needs to handle its new account in the most effective and innovative way to ensure that its new client signs more contracts in the future. The enthusiastic team members of Danny's team come up with a number of innovative suggestions and strategies. However, Danny, fearing uncertainty and the unpredictability of a new process, rejects all the innovative ideas and asks his team to stick to the traditional way of working. Danny depicts the characteristics of a _____. A. benevolent leader B. change leader C. proactive manager D. democratic manager E. status quo manager

E

Some employees at Altirol Inc. have decided to have inter-departmental basketball matches in the organization. There would be four teams: the accounting team, the finance team, the marketing team, and the product delivery team. Senior managers are concerned about this decision as they feel that the emphasis on _____ within their multicultural organization might have adverse effects on the combined workforce. A. organizational sects B. generational subcultures C. ethnic subcultures D. gender subcultures E. functional subcultures

E

Which of the following is the main reason for the failure of top-down change? A. The inability to include senior staff in the decision making process B. The inability to apply it to use it to make major and comprehensive redirection of the organization C. The unfair advantage given to the lower-level employees over the higher-level management D. Its focus on too much dialogue and participation E. Poor implementation strategies where lower-level inputs are not taken into consideration

E

_____ are formed among persons who share the same skills and work responsibilities. A. Cohort subcultures B. Generational subcultures C. Ethnic or national subcultures D. Gender subcultures E. Occupational and functional subcultures

E