omis 352 chapter 9

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. True False

False

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. True False

False

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

False

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

False

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

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. True False

False

Project managers should always reward people who work overtime. True False

False

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

False

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

True

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

True

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

True

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

True

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

True

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

a. Reward power

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

a. finalizing the project requirements

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

a. physiological

Taking time to renew oneself physically, spiritually, mentally and socially is a. sharpening the saw b. synergizing c. empathic mirroring d. thinking win/win

a. sharpening the saw

When an organization needs a new direction, the ________ leadership style is appropriate. a. visionary b. commanding c. democratic d. pacesetting

a. visionary

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

a.Mirroring

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

b. deficiency

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

c. 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 b. MBTI c. TAT d. RACI

c. TAT

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

c. authority

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

c. power

When an organization needs a new direction, the ________ leadership style is appropriate. a.commanding b.democratic c.visionary d.pacesetting

c.visionary

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

d. Self-actualization

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

d. Theory X

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

d.Theory Z

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.security b.affiliation c.power d.achievement

d.achievement

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

d.resource histogram

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

False

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

False

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

False

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

False

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

True

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 False

True

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

a. Coercive power

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

a. Teamwork

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

b. "Analyticals"

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

b. Developing the project team

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. power b. affiliation c. self-actualization d. achievement

b. affiliation

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

b.storming

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

c. Acquiring the project team

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

d. acquiring the project team