Chapter 9

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

"Analyticals"

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

Acquiring the project team

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

Deputy project managers

_____ is listening with the intent to understand.

Empathic listening

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

Extrinsic motivation

A RAM is used only to assign detailed work activities.

F

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

F

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.

F

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

Legitimate

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

Mirroring

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

Theory X

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

developing the project team

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

resource histogram

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

withdrawal

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

deficiency

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

esteem

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

performing

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

physiological

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

responsibility assignment matrix (RAM)

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

storming

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

Overallocation

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

Teamwork

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

Thematic Apperception Test (TAT)

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

acquiring the project team

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

growth

_____ 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

Abraham Maslow

_____ 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

Developing the project team

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

Request for Proposal (RFP)

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

achievement

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

adjourning

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

compromise

Herzberg called factors that cause job satisfaction _____.

motivators

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

steadiness

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

Recognition

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

Referent 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

TAT

_____ 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

Theory Z

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

F

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

F

_____ 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

Frederick Herzberg

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

Resource leveling

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

Self-actualization

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

promotion

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

deficiency

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

finalizing the project requirements

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

leveling

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

organizational breakdown structure (OBS)

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

power

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

proactive

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

F

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

Synergy

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

affiliation

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

authority

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

executing

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

Douglas McGregor

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.

F

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.

F

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

F

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

F

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

F

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

F

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

F

_____ 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

Managing the project team

Briefly describe the four processes involved in human resource management.

Planning human resource management Acquiring the project team Developing the project team Managing the project team

_____ 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

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

Rapport

_____ 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

Resource loading

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

Reward 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

Sensation/Intuition

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

T

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

T

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

T

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

T

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

T

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

T

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

T

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

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

Achievers

What are the five stages of team development according to the Tuckman model?

1. Forming involves the introduction of team members, either at the initiation of the team, or as new members are introduced. This stage is necessary, but little work is actually achieved. 2. Storming occurs as team members have different opinions as to how the team should operate. People test each other, and there is often conflict within the team. 3. Norming is achieved when team members have developed a common working method, and cooperation and collaboration replace the conflict and mistrust of the previous phase. 4. Performing occurs when the emphasis is on reaching the team goals, rather than working on team process. Relationships are settled, and team members are likely to build loyalty towards each other. At this stage, the team is able to manage tasks that are more complex and cope with greater change. 5. Adjourning involves the break-up of the team after they successfully reach their goals and complete the work.

_____ 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

Coercive power

What are the five main types of power?

Coercive power Legitimate power Expert power Reward power Referent power