CHAPTER 3

Reward criteria

the degree to which rewards such as promotion and salary increases are allocated according to employee performance rather than seniority, favoritism, or other nonperformance factors.

D. Attitude.

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.

T

In a balanced matrix form of project management, the project manager is responsible for defining what needs to be accomplished while the functional managers are concerned with how it will be accomplished.

T

In the projectized form of project management structure, there is limited technological expertise when compared to the functional or matrix organization.

A. Weak matrix

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

T

TF. There are often considerable differences in how projects are managed within certain firms, even when similar project management structures are being used.

F

TF. While organization culture is important to the overall function of an organization, it has minor influence on its project management.

F

The functional project team is usually physically separated from the parent organization and given the primary directive of accomplishing the objectives of the project.

A. Functional

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

T

There are strong connections among project management structure, organizational culture, and project success.

balanced matrix

is the classic matrix in which the project manager is responsible for defining what needs to be accomplished while the functional managers are concerned with how it will be accomplished.

T

A disadvantage of using the functional form of project management structure is that projects generally take longer to complete.

Means versus end orientation

the degree to which management focuses on outcomes rather than on techniques and processes used to achieve those results.

E. Projectized

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

T

Unit integration is the cultural characteristic that refers to the degree to which units within the organization are encouraged to operate in a coordinated or independent manner.

T

The projectized form of project management structure is a good choice when speed of completion is important and the project needs to be implemented without directly disrupting ongoing operations.

F

The projectized form of project management structure is commonly used when one functional area plays a dominant role in completing the project or has a dominant interest in the success of the project.

F

When three forms of the matrix project management structure are considered, all share the same advantages and disadvantages and at an equal level.

C. Weak, Strong, Balanced

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

B. Functional and projectized

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

E. Control

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

A. Member identity

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

D. Unit integration

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. Means versus end orientation

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

B. Team emphasis

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

C. In selecting a management structure, the culture of the organization is not a huge consideration

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

A. Its flexibility supports a strong project focus that helps alleviate stress among project team members

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. It is expensive

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

C. Dedicated project team

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

A. The functional manager

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

T

Within a matrix project management structure, the extent to which the project manager has direct authority over project participants depends on whether the matrix is weak, balanced, or strong.

B. Matrix

_________ 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

Physical characteristics, public documents, member behaviors, and folklore of the organization

useful input for organizational culture diagnosis

B. Expensive.

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.

C. It replaces the need for a project selection process.

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.

E. Budget constraints

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

F

As discussed in the text, the three forms of matrix project management are weak, mixed, and strong.

E. All of these are factors that should influence the choice of project management structure

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

A. Functional

Bill is working on a project involving the upgrading of a management information system. The project is being managed by the information systems department with the coordination of other departments occurring through normal channels. He is working in a _________ organization. A. Functional B. Balanced matrix C. Weak matrix D. Strong matrix E. Projectized

T

Certain aspects of the culture of an organization support successful project management while other aspects deter or interfere with effective management.

F

Control is the cultural characteristic that refers to the degree to which management decisions take into account the effect of outcomes on people within the organization.

T

A matrix project management structure is a hybrid organizational form in which a horizontal project management structure is "overlaid" on the normal functional hierarchy.

E. Projectized

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

C. Profitability

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

T

Generally, the more autonomy and authority the project manager and the project team need to be successful, the more appropriate to implement either a dedicated project team or a strong project management structure.

E. All of these are examples of how someone can learn more about an organization's culture

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. Projectized

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

F

Member identity refers to the degree to which work activities are organized around groups rather than individuals.

F

One advantage of a matrix project management structure is that it is fast and easy to implement.

T

One of the major disadvantages of the projectized form of project management structure is that it tends to be more expensive than other forms of organization.

A. Personality.

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

T

Organizational culture refers to a system of shared norms, beliefs, values, and assumptions which bind people together.

T

The matrix form of project management is notable for the tension it creates between functional managers and project managers who both bring critical expertise and perspectives to the project.

T

The matrix form of project management structure is a good choice when resource usage needs to be optimized by having individuals work on multiple projects while still performing functional duties.

T

When determining the most appropriate project management structure, considerations need to be made at the organizational level and at the project level.

E. All of these are disadvantages of functional project management organization

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

A. Maximum flexibility in the use of staff

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

E. All of these are cultures a project manager has to be able to operate in or interact with

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

Conflict tolerance

the degree to which employees are encouraged to air conflicts and criticisms openly.

Risk tolerance

the degree to which employees are encouraged to be aggressive, innovative, and risk seeking.

member identity

the degree to which employees identify with the organization as a whole rather than with their type of job or field of professional expertise

Management focus

the degree to which management decisions take into account the effect of outcomes on people within the organization.

Control

the degree to which rules, policies, and direct supervision are used to oversee and control employee behavior.

Open-systems focus

the degree to which the organization monitors and responds to changes in the external environment.

Unit integration

the degree to which units within the organization are encouraged to operate in a coordinated or interdependent manner.

Team emphasis

the degree to which work activities are organized around groups rather than individuals.