ch3

In which of the following is the balance of authority strongly in favor of the functional managers? A. Weak matrix B. Balanced matrix C. Strong matrix D. Matrix E. Neutral matrix

A

Organizational culture is best explained as organizational A. Personality. B. Hierarchy. C. Reporting relationships. D. Background. E. Management style.

A

The structure that manages projects within the existing organizational structure is __________ organization. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Projectized

A

Which of the following cultural characteristics relates to the degree to which employees identify with the organization as a whole rather than with their type of job or field of professional expertise? A. Member identity B. Team emphasis C. Managerial focus D. Unit integration E. Control

A

Which of the following is NOT true regarding organizing projects within a matrix arrangement? A. Its flexibility supports a strong project focus that helps alleviate stress among project team members B. It is designed to optimally utilize resources by having individuals work on multiple projects as well as being capable of performing normal functional duties C. There are usually two chains of command D. Provides a dual focus between functional/technical expertise and project requirements that is missing in either the project team or the functional approach E. It is a hybrid form of organization that combines characteristics of both dedicated project teams and functional organization

A

Which of the following is a disadvantage of a projectized organization? A. It is expensive B. Longer project duration C. Poor integration D. High complexity E. Lack of focus on the project

A

Which of the following is an advantage of a functional project management organization? A. Maximum flexibility in the use of staff B. Good integration across functional units C. Shorter project duration D. Strong motivation of project team members E. Longer project duration

A

Who is responsible for determining how tasks will be done in a weak matrix project management structure? A. The functional manager B. The project manager C. Both the functional manager and the project manager are responsible D. There is no rule established for who takes responsibility E. This is negotiated

A

All of the following are disadvantages of organizing projects within a matrix arrangement EXCEPT A. Dysfunctional conflict between functional managers and project managers. B. Expensive. C. Infighting. D. Stressful. E. Longer project duration.

B

Which of the following combinations represents the extremes of project organization? A. Strong matrix and balanced matrix B. Functional and projectized C. Projectized and balanced matrix D. Projectized and strong matrix E. Strong matrix and functional

B

Which of the following cultural characteristics relates to the degree to which work activities are organized around groups rather than individuals? A. Member identity B. Team emphasis C. Managerial focus D. Unit integration E. Control

B

_________ organization is a hybrid form in which a horizontal project management structure is "overlaid" in the normal functional hierarchy. A. Functional B. Matrix C. Project D. Balanced E. Neutral

B

All of the following are functions culture plays in an organization EXCEPT A. It provides a sense of identity. B. It helps legitimize the management system. C. It replaces the need for a project selection process. D. It helps create social order. E. It clarifies and reinforces standards of behavior.

C

From the list below, which is NOT a primary characteristic of organizational culture? A. Control B. Team emphasis C. Profitability D. Conflict tolerance E. Risk tolerance

C

Which are the three different matrix systems discussed in the text? A. Functional, Weak, Strong B. Balanced, Functional, Projectized C. Weak, Strong, Balanced D. Neutral, Weak, Strong E. Functional, Neutral, Projectized

C

Which of the following is NOT true of project management structures? A. They provide a framework for launching and implementing projects B. They appropriately balance the needs of both the parent organization and the project C. In selecting a management structure, the culture of the organization is not a huge consideration D. The project itself should be considered when determining which structure is best E. They help determine who has most authority in regard to managing the project

C

Which structure would be most appropriate for developing a new, highly innovative product that has strict time constraints? A. Functional organization B. Balanced matrix C. Dedicated project team D. Strong matrix E. Weak matrix

C

Factors in identifying cultural characteristics include all the following EXCEPT A. Norms. B. Customs. C. Values. D. Attitude. E. All of these are factors in identifying cultural characteristics.

D

Which of the following cultural characteristics relates to the degree to which groups within the organization are encouraged to operate in a coordinated or independent manner? A. Member identity B. Team emphasis C. Managerial focus D. Unit integration E. Control

D

Which of the following cultural characteristics relates to the degree to which management focuses on outcomes rather than on techniques and processes used to achieve those outcomes? A. Risk tolerance B. Reward criteria C. Conflict tolerance D. Means versus end orientation E. Open-systems focus

D

A project team that operates with a full-time project manager as a separate unit from the rest of the organization is structured using ________ organization. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Projectized

E

All of the following are organizational considerations when determining the right project management structure EXCEPT A. How important project management is to the success of the organization B. What percentage of core work involves projects C. Resource availability D. Assess current practices and determine any changes that are needed to more effectively manage projects E. Budget constraints

E

At the project level, which of the following is a factor that should influence the choice of project management structure? A. The size of the project B. The novelty of the project C. Budget and time constraints D. The strategic importance of the project E. All of these are factors that should influence the choice of project management structure

E

Elizabeth is considering how to structure a project team that will not directly disrupt ongoing operations. The project needs to be done quickly and a high level of motivation will be needed in order to do that. For this situation, the ______ organization would be the best choice. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Projectized

E

How does someone learn more about an organization's culture? A. Read about the organization B. Interpret stories about the organization C. Observe how people interact within the organization D. Study the physical characteristics of the organization E. All of these are examples of how someone can learn more about an organization's culture

E

MegaComputers Inc., has assigned a project manager for each of the five new-product teams. The managers, as well as the project team members, work on the projects on a full-time basis. The structure being used is ________ organization. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Projectized

E

Which of the following cultural characteristic relates to the degree to which rules, policies, and direct supervision are used to oversee and control employee behavior? A. Member identity B. Team Emphasis C. Managerial focus D. Unit integration E. Control

E

Which of the following is a disadvantage of functional project management organization? A. Lack of motivation of project team members B. Longer project duration C. Lack of focus on the project D. Poor integration E. All of these are disadvantages of functional project management organization

E

Which organization's culture is NOT a culture a project manager has to be able to operate in or interact with? A. The culture of their parent organization B. The culture of government and regulatory agencies C. The culture of vendors and subcontractors D. The culture of the project's customer or client E. All of these are cultures a project manager has to be able to operate in or interact with

E