27. What did we learn about Japanese Fortune 500 organizational culture? a. Much of Japanese decision making is via complete consensus; b. Japanese typically have group work space with little privacy for individuals; c. Japanese managers overwhelmingly avoid perpetuating "loss of face" in public; d. Advancement is more via seniority than achievement; e. All of the above; 28. What is true about worker behavior in diffuse, high context organizational culture? a. Workers learn multiple jobs; b. Team work is essential and pivotal to organizational performance and success; c. Managers see a close relationship between work life, family and personal lives of workers; d. A boss asks subordinates to help paint his house on a weekend; e. All of the above