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