In a total of six states in the middle of America, 15,000 assembly-line workers are【1】Japanese cars together. These autoworkers are assembling Hondas in Ohio, Toyotas in Kentucky, Mazdas in Michigan, and Nissans in Tennessee. Mitsubishi and Chrysler are【2】making cars in Illinois, and Subaru and Isuzu have set up shops in Indiana. The Japanese have brought more than their technology to their auto plants- they have also【3】their own way of doing things.
Using Japanese management techniques, managers at these plants have【4】Ameri-can workers to produce cars of the same high quality as those made in Japan. There is a definite Japanese【5】of all-for-one and one-for-all running through the day-to-day【6】of these plants. For example, there are no narrow job【7】No one is a welder or a painter.【8】, a visitor finds "technicians" at Nissan, "associates" at Honda, and "team members" at Mazda and Toyota. Employees at these manufacturing plants work in small,【9】coordinated groups. Every worker【10】an assembly line is responsible for his or her【11】job, for inspecting the overall quality of the product【12】hand, and for【13】the production process. Management tries to make all workers feel【14】important. Assembly-line workers actively participate in decisions on【15】overtime and rotating jobs.
In the Japanese-managed plants in the United States, a(n)【16】of equality appears to be present. There are no【17】offices for those in management—even【18】executives share large, simple offices. Executives do not have【19】parking spots; they eat in the same cafeterias and even wear the same uniforms as line workers.【20】office workers can drink coffee at their desks because line workers are not allowed to.
(1)

A. making
B. organizing
C. sticking
D. putting