IN4MATX 151 - CHAPTER 9

_____ is best known for developing Theory X and Theory Y. a. Frederick Herzberg c. Abraham Maslow b. David McClelland d. Douglas McGregor

d. Douglas McGregor

_____ involves tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance. a. Developing the human resource plan c. Acquiring the project team b. Developing the project team d. Managing the project team

d. Managing the project team

_____ refers to matching certain behaviors of the other person. a. Empathic listening c. Synergy b. Rapport d. Mirroring

d. Mirroring

_____ is based on an individual's personal charisma. a. Legitimate power c. Reward power b. Coercive power d. Referent power

d. Referent power

According to Thamhain and Wilemon, _____ is the ability to improve a worker's position. a. penalty c. expertise b. assignment d. promotion

d. promotion

In the Tuckman model, _____ occurs as team members have different opinions as to how the team should operate. a. performing c. forming b. norming d. storming

d. storming

4. Herzberg called factors that cause job satisfaction _____.

motivators

21. In the DISC profile, the letter "S" represents _____.

steadiness

22. According to Blake and Mouton, project managers who use the _____ mode retreat from an actual or potential disagreement.

withdrawal

_____ causes people to do something for a reward or to avoid a penalty.

Extrinsic motivation

According to Herzberg, hygiene factors such as larger salaries, more supervision, or a more attractive work environment would motivate workers to do more if present.

False

Assignment, budget, promotion, money, and penalty influence bases are automatically available to project managers as part of their position.

False

In the Social Styles Profile team building activity, drivers are reactive and people-oriented.

False

Legitimate power involves using personal knowledge and expertise to get people to change their behavior.

False

Managers who believe in Theory Y assume that workers dislike and avoid work if possible, so managers must use coercion, threats, and various control schemes to get workers to make adequate efforts to meet objectives.

False

Maslow suggests that each level of the hierarchy of needs is not necessarily a prerequisite for the levels above.

False

Microsoft Project 2010 does not lend itself to project human resource management.

False

Project managers must try to avoid conflict at all costs as all conflict within groups is bad.

False

9. _____ power is getting people to do things based on a position of authority.

Legitimate

17. A(n) _____ is a specific type of organizational chart that shows which organizational units are responsible for which work items.

OBS

18. _____ means more resources than are available are assigned to perform work at a given time.

Overallocation

8. _____ is the potential ability to influence behavior to get people to do things they would not otherwise do.

Power

_____ issues that affect how people work and how well they work include motivation, influence and power, and effectiveness.

Psychosocial

16. The _____ allocates work to responsible and performing organizations, teams, or individuals, depending on the desired level of detail.

RAM

15. A(n) _____ or draft contract often provides the basis for defining and finalizing work requirements.

RFP

13. _____ is a relation of harmony, conformity, accord, or affinity and is important for communication.

Rapport

10. _____ is the concept that the whole is equal to more than the sum of its parts.

Synergy

6. The _____ is a tool to measure the individual needs of different people using McClelland's categories.

TAT

7. Managers who believe in McGregor's _____ assume that individuals do not inherently dislike work, but consider it as natural as play or rest.

Theory Y

A staffing management plan describes when and how people will be added to and taken off the project team.

True

In the Tuckman model, storming occurs when team members have different opinions for how the team should operate.

True

Maslow's hierarchy of needs states that people's behaviors are guided or motivated by a sequence of needs.

True

_____ is best known for distinguishing between motivational factors and hygiene factors when considering motivation in work settings. a. Frederick Herzberg c. Abraham Maslow b. David McClelland d. Douglas McGregor

a. Frederick Herzberg

According to Herzberg, which of the following is a motivational factor? a. Recognition c. Training b. Salary d. Health benefits

a. Recognition

_____ refers to the amount of individual resources an existing schedule requires during specific time periods. a. Resource loading c. Resource histogram b. Resource leveling d. Resource logs

a. Resource loading

According to McClelland's acquired-needs theory, people with a high need for _____ desire harmonious relationships with other people and need to feel accepted by others. a. affiliation c. power b. self-actualization d. achievement

a. affiliation

According to Thamhain and Wilemon, _____ is the legitimate hierarchical right to issue orders. a. authority c. expertise b. achievement d. self-actualization

a. authority

In the Tuckman model, _____ occurs when the emphasis is on reaching the team goals, rather than working on team process. a. performing c. forming b. norming d. storming

a. performing

20. In the Tuckman model, _____ involves the break-up of the team after it successfully reaches its goals and completes the work.

adjourning

____ a highly respected psychologist, rejected the dehumanizing negativism of psychology and proposed the hierarchy of needs theory. a. Sigmund Freud c. Carl Jung b. Abraham Maslow d. Philip Zimbardo

b. Abraham Maslow

Psychologist David Merril describes _____ as reactive and task-oriented. a. "Expressives" c. "Analyticals" b. "Drivers" d. "Amiables"

c. "Analyticals"

The first step in the framework for defining and assigning work is _____. a. defining how the work will be accomplished b. breaking down the work into manageable elements c. finalizing the project requirements d. assigning work responsibilities

c. finalizing the project requirements

According to McClelland's acquired-needs theory, people who need personal _____ want to direct others and can be seen as bossy. a. affiliation c. power b. advancement d. achievement

c. power

In the MBTI, the _____ dimension relates to the manner in which you gather information. a. Extrovert/Introvert c. Judgment/Perception b. Thinking/Feeling d. Sensation/Intuition

d. Sensation/Intuition

People with a high need for _____ seek to excel and tend to avoid both low-risk and high-risk situations to improve their chances for achieving something worthwhile. a. affiliation c. power b. security d. achievement

d. achievement

According to Blake and Mouton, project managers who use the _____ method use a give-and take-approach to resolving conflicts. a. smoothing c. confrontation b. forcing d. compromise

d. compromise

3. According to Maslow, only after meeting _____ needs can individuals act upon growth needs.

deficiency

A RAM is used only to assign detailed work activities.

False

A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the OBS to the people responsible for performing the work as described in the WBS.

False

According to Covey, project managers must use a win/lose approach in making decisions.

False

The forcing mode is one in which the project manager deemphasizes or avoids areas of differences and emphasizes areas of agreement.

False

At the bottom of Maslow's structure are _____ needs. a. esteem c. physiological b. self-actualization d. social

c. physiological

14. _____ fill in for project managers in their absence and assist them as needed.

Deputy project managers

12. _____ is listening with the intent to understand.

Empathic listening

Extrinsic motivation causes people to participate in an activity for their own enjoyment.

False

People who need institutional power or social power want to organize others to further the goals of the organization.

True

Resource leveling results in fewer problems for project personnel and accounting departments.

True

Thamhain and Wilemon found that when project managers used work challenge and expertise to influence people, projects were more likely to succeed.

True

_____ involves using punishment, threats, or other negative approaches to get people to do things they do not want to do. a. Legitimate power c. Reward power b. Coercive power d. Referent power

b. Coercive power

_____ involves building individual and group skills to enhance project performance. a. Developing the human resource plan c. Acquiring the project team b. Developing the project team d. Managing the project team

b. Developing the project team

_____ is a technique for resolving resource conflicts by delaying tasks. a. Resource loading c. Resource allocation b. Resource leveling d. Resource histogram

b. Resource leveling

_____ is at the top of Maslow's hierarchy of needs. a. Esteem c. Physiological b. Self-actualization d. Social

b. Self-actualization

Managers who follow _____ assume that the average worker wants to be directed and prefers to avoid responsibility. a. Theory Z c. Theory Y b. Theory X d. Theory K

b. Theory X

Key outputs of _____ process are project staff assignments, resource calendars, and project management plan updates. a. managing the project team c. developing the project team b. acquiring the project team d. planning the human resource plan

b. acquiring the project team

The bottom four needs in Maslow's structure are referred to as _____ needs. a. self-actualization c. safety b. deficiency d. growth

b. deficiency

The highest level of needs in Maslow's structure is referred to as a _____ need. a. deficiency c. safety b. growth d. physiological

b. growth

According to Lencioni, which of the following qualities is present in organizations that succeed? a. Commitment c. Accountability b. Autonomy d. Teamwork

d. Teamwork

_____ emphasizes things such as job rotation, broadening of skills, generalization versus specialization, and the need for continuous training of workers. a. Theory W c. Theory Y b. Theory X d. Theory Z

d. Theory Z

19. Resource _____ aims to minimize period-by-period variations in resource loading by shifting tasks within their slack allowances.

leveling

11. Covey, like Maslow, believes that people have the ability to be _____ and choose their responses to different situations.

proactive

5. _____ should receive frequent performance feedback, and although money is not an important motivator to them, it is an effective form of feedback.

ANS: Achievers

The first dimension of psychological type in the MBTI signifies whether people draw their energy from other people (extroverts) or from inside themselves (introverts).

True

Recognizing an employee as the "Star Performer of the Month" would be satisfying the _____ need of the Maslow's hierarchy of needs. a. esteem c. physiological b. self-actualization d. safety

a. esteem

The acquiring of the project team is a subprocess associated with the _____ process of project human resource management. a. executing c. planning b. controlling and monitoring d. initiating

a. executing

A(n) _____ is a column chart that shows the number of resources assigned to a project over time. a. responsibility assignment matrix c. RACI charts b. resource histogram d. organizational breakdown structure

b. resource histogram

_____ involves assigning the needed personnel to work on the project. a. Planning human resource management c. Acquiring the project team b. Developing the project team d. Managing the project team

c. Acquiring the project team

_____ involves using incentives to induce people to do things. a. Legitimate power c. Reward power b. Coercive power d. Referent power

c. Reward power

The _____ presents subjects with a series of ambiguous pictures and asks them to develop a spontaneous story for each picture, assuming they will project their own needs into the story. a. RAM c. TAT b. MBTI d. RACI

c. TAT

The main outputs of the _____ process are team performance assessments and enterprise environmental factors updates. a. managing the project team c. developing the project team b. acquiring the project team d. human resource planning

c. developing the project team