Resources Management Chapter 9
. Maslow's hierarchy of needs states that people's behaviors are guided or motivated by a sequence of needs. a. True b. False
ANSWER: True
35. Which test 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
ANSWER: c RATIONALE: Feedback: The Thematic Apperception Test (TAT) is a tool to measure the individual needs of different people using McClelland's categories. The TAT 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.
11. 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. a. True b. False
ANSWER: False RATIONALE: Feedback: A responsibility assignment matrix (RAM) maps the work of the project, as described in the WBS, to the people responsible for performing the work, as described in the OBS.
4. 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. a. True b. False
ANSWER: False RATIONALE: Feedback: According to Herzberg, motivators such as larger salaries, more supervision, or a more attractive work environment would motivate workers to do more if present. He referred to factors that cause job satisfaction as motivators and factors that could cause dissatisfaction as hygiene factors. want but doesnt change work ethic
17. In the Social Styles Profile team building activity, drivers are reactive and people-oriented. a. True b. False
ANSWER: False RATIONALE: Feedback: Drivers are proactive and task-oriented. They are firmly rooted in the present, and they strive for action.
1. Extrinsic motivation causes people to participate in an activity for their own enjoyment. a. True b. False
ANSWER: False RATIONALE: Feedback: Extrinsic motivation causes people to do something for a reward or to avoid a penalty.
9. Legitimate power involves using personal knowledge and expertise to get people to change their behavior. a. True b. False
ANSWER: False RATIONALE: Feedback: Legitimate power is getting people to do things based on a position of authority. This type of power is similar to the authority basis of influence.
3. Maslow suggests that each level of the hierarchy of needs is not necessarily a prerequisite for the levels above. a. True b. False
ANSWER: False RATIONALE: Feedback: Maslow suggests that each level of the hierarchy is a prerequisite for the levels above. For example, a person cannot consider self-actualization without first addressing basic needs of security and safety.
6. 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. a. True b. False
ANSWER: False RATIONALE: Feedback: People who believe in Theory X assume that workers dislike and avoid work if possible, so managers must use coercion, threats, and various control schemes to have workers make adequate efforts to meet objectives. They assume that the average worker wants to be directed and prefers to avoid responsibility, has little ambition, and wants security above all else.
20. Project managers must try to avoid conflict at all costs as all conflict within groups is bad. a. True b. False
ANSWER: False RATIONALE: Feedback: Project managers must also realize that not all conflict is bad. Conflict often produces important results, such as new ideas, better alternatives, and motivation to work harder and more collaboratively.
10. According to Covey, project managers must use a win/lose approach in making decisions. a. True b. False
ANSWER: False RATIONALE: Feedback: Project managers should strive to use a win/win approach in making decisions, but in competitive situations they sometimes must use a win/lose paradigm.
19. The forcing mode is one in which the project manager deemphasizes or avoids areas of differences and emphasizes areas of agreement. a. True b. False
ANSWER: False RATIONALE: Feedback: The smoothing mode is one in which the project manager deemphasizes or avoids areas of differences and emphasizes areas of agreement. This approach is also called accommodating, and it is best used when the relationship is of high importance and the task is of low importance.
19. The forcing mode is one in which the project manager deemphasizes or avoids areas of differences and emphasizes areas of agreement. a. True b. False
ANSWER: False RATIONALE: Feedback: The smoothing mode is one in which the project manager deemphasizes or avoids areas of differences and emphasizes areas of agreement. This approach is also called accommodating, and it is best used when the relationship is of high importance and the task is of low importance. Forcing is a win lose situation
13. A staffing management plan describes when and how people will be added to and taken off the project team. a. True b. False
ANSWER: True RATIONALE: Feedback: A staffing management plan describes when and how people will be added to the project team and taken off it. The level of detail may vary based on the type of project.
15. In the Tuckman model, storming occurs when team members have different opinions for how the team should operate. a. True b. False
ANSWER: True RATIONALE: Feedback: In the Tuckman model, storming occurs when team members have different opinions for how the team should operate. People test each other, and there is often conflict within the team.
5. People who need institutional power or social power want to organize others to further the goals of the organization. a. True b. False
ANSWER: True RATIONALE: Feedback: People who need institutional power or social power want to organize others to further the goals of the organization.
14. Resource leveling results in fewer problems for project personnel and accounting departments. a. True b. False
ANSWER: True RATIONALE: Feedback: Resource leveling results in fewer problems for project personnel and accounting departments. Increasing and decreasing labor levels and human resources often produce additional work and confusion.
16. The first dimension of psychological type in the MBTI signifies whether people draw their energy from other people (extroverts) or from inside themselves (introverts). a. True b. False
ANSWER: True RATIONALE: Feedback: The first dimension of psychological type in the MBTI signifies whether people draw their energy from other people (extroverts) or from inside themselves (introverts).
29. Recognizing an employee as the "Star Performer of the Month" would be satisfying which need in Maslow's hierarchy? a. esteem b. self-actualization c. physiological d. safety
ANSWER: a RATIONALE: Feedback: Esteem needs include recognition, prestige, and status.
30. Who is best known for distinguishing between motivational factors and hygiene factors when considering motivation in work settings? a. Frederick Herzberg b. David McClelland c. Abraham Maslow d. Douglas McGregor
ANSWER: a RATIONALE: Feedback: Frederick Herzberg is best known for distinguishing between motivational factors and hygiene factors when considering motivation in work settings. He referred to factors that cause job satisfaction as motivators and factors that could cause dissatisfaction as hygiene factors.
31. According to Herzberg, which is a motivational factor? a. recognition b. salary c. training d. health benefits
ANSWER: a RATIONALE: Feedback: Frederick Herzberg is best known for distinguishing between motivational factors and hygiene factors when considering motivation in work settings. He referred to factors that cause job satisfaction as motivators and factors that could cause dissatisfaction as hygiene factors.
33. According to McClelland's acquired-needs theory, what do people who desire harmonious relationships with other people and need to feel accepted by others have a high need for? a. affiliation b. self-actualization c. power d. achievement
ANSWER: a RATIONALE: Feedback: People with a high need for affiliation (nAff) desire harmonious relationships with other people and need to feel accepted by others. They tend to conform to the norms of their work group and prefer work that involves significant personal interaction.
21. Which process involves building individual and group skills to enhance project performance? a. developing the human resource plan b. developing the project team c. acquiring the project team d. managing the project team
ANSWER: b RATIONALE: Feedback: Developing the project team involves building individual and group skills to enhance project performance.
25. What need is at the highest level in Maslow's structure? a. deficiency b. growth c. safety d. physiological
ANSWER: b RATIONALE: Feedback: The bottom four needs in Maslow's hierarchy, physiological, safety, social, and esteem needs, are referred to as deficiency needs, and the highest level, self-actualization, is considered a growth need.
26. What are the bottom four needs in Maslow's structure are referred to as? a. self-actualization b. deficiency c. safety d. growth
ANSWER: b RATIONALE: Feedback: The bottom four needs in Maslow's hierarchy, physiological, safety, social, and esteem needs, are referred to as deficiency needs, and the highest level, self-actualization, is considered a growth need.
27. What needs are at the bottom of Maslow's structure? a. esteem b. self-actualization c. physiological d. social
ANSWER: c RATIONALE: Feedback: At the bottom of the pyramid structure of Maslow's hierarchy of needs are physiological needs. Once physiological needs are satisfied, safety needs guide behavior.
22. The main outputs of which process are team performance assessments, change requests, and updates to several documents? a. managing the project team b. acquiring the project team c. developing the project team d. human resource planning
ANSWER: c RATIONALE: Feedback: Developing the project team involves building individual and group skills to enhance project performance. The main outputs of this process are team performance assessments, change requests, and updates to several documents.
34. According to McClelland's acquired-needs theory, what do people who want to direct others, and can be seen as bossy, have a need for? a. affiliation b. advancement c. power d. achievement
ANSWER: c RATIONALE: Feedback: People with a need for power (nPow) desire either personal power or institutional power. People who need personal power want to direct others and can be seen as bossy.
23. Which process 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 b. developing the project team c. acquiring the project team d. managing the project team
ANSWER: d RATIONALE: Feedback: Managing the project team involves tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance.
ANSWER: d RATIONALE: Feedback: Managing the project team involves tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance.
ANSWER: d RATIONALE: Feedback: Managing the project team involves tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance.
32. What do people who seek to excel and tend to avoid both low-risk and high-risk situations to improve their chances for achieving something worthwhile have a high need for? a. affiliation b. security c. power d. achievement
ANSWER: d RATIONALE: Feedback: People who have a high need for achievement (nAch) seek to excel, and tend to avoid both low-risk and high-risk situations to improve their chances for achieving something worthwhile. Achievers need regular feedback and often prefer to work alone or with other high achievers.
