Ch. 9 - PM

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. 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.

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

d.

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

d. According to Patrick Leniconi, "Teamwork remains the one sustainable competitive advantage that has been largely untapped .. teamwork is almost always lacking within organizations that fail, and often present within those that succeed."

_____ 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 was one of the great popularizers of a human relations approach to management, and he is best known for developing Theory X and Theory Y.

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. In the MBTI, the Sensation/ Intuition dimension relates to the manner in which you gather information. Sensation (or Sensing) type people take in facts, details, and reality and describe themselves as practical. Intuitive type people are imaginative, ingenious, and attentive to hunches or intuition. They describe themselves as innovative and conceptual.

_____ involves tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance.

d. 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.

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

d. Mirroring is matching certain behaviors of the other person. People tend to like others who are like themselves, and mirroring helps you take on some of the other person's characteristics.

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. 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.

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

d. Referent power is based on a person's own charisma. People who have referent power are held in very high regard; others will do what they say based on that regard.

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 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.

_____ 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 workers, it is assumed, can be trusted to do their jobs to their utmost ability, as long as management can be trusted to support them and look out for their wellbeing. Theory Z emphasizes job rotation, broadening of skills, generalization versus specialization, and the need for continuous training of workers.

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. With the compromise mode, project managers use a give-and-take approach to resolving conflicts. They bargain and search for solutions that bring some degree of satisfaction to all the parties in a dispute.

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

F

T/F: 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 - 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.

T/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 - 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.

T/F: Extrinsic motivation causes people to participate in an activity for their own enjoyment

F - Extrinsic motivation causes people to do something for a reward or to avoid a penalty.

T/F: A RAM is used only to assign detailed work activities.

F - In addition to using a RAM to assign detailed work activities, you can use it to define general roles and responsibilities on projects. This type of RAM can include the stakeholders in the project.

T/F: Legitimate power involves using personal knowledge and expertise to get people to change their behavior.

F - 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.

T/F: Microsoft Project 2010 does not lend itself to project human resource management

F - Many people do not realize that Project 2010 provides a variety of human resource management tools, some of which include assigning and tracking resources, resource leveling, resource usage reports, overallocated resource reports, and to-do lists.

T/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 - 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.

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

F - 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.

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

F - 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.

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

F - Top management grants authority to the project manager. However, assignment, budget, promotion, money, and penalty influence bases are not automatically available to project managers as part of their position.

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

T

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

T

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

T

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

T

T/F: 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

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

a.

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

a.

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.

_____ 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 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.

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. 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.

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 occurs when the emphasis is on reaching the team's goals rather than working on team process. Relationships are settled, and team members are likely to build loyalty towards each other.

____ 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 refers to the amount of individual resources an existing schedule requires during specific time periods. It helps project managers understand the demands of a project on the organization's resources and on individual people's schedules.

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. The acquiring of the project team is a subprocess associated with the executing process of project human resource management.

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

b.

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

b.

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

b.

_____ 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.

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 involves assigning the needed personnel to work on the project. Key outputs of this process are project staff assignments, resource calendars, and project management plan updates.

_____ 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 using punishment, threats, or other negative approaches to get people to do things they do not want to do. For example, a project manager can threaten to fire workers or subcontractors to try to get them to change their behavior.

____ 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 involves building individual and group skills to enhance project performance.

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. 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.

____ 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 a technique for resolving resource conflicts by delaying tasks. It is a form of network analysis in which resource management concerns drive scheduling decisions (start and finish dates). The main purpose of resource leveling is to create a smoother distribution of resource usage.

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. The staffing management plan often includes a resource histogram, which is a column chart that shows the number of resources assigned to a project over time.

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.

____ 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 assigning the needed personnel to work on the project. Key outputs of this process are project staff assignments, resource calendars, and project management plan updates.

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

c. Analyticals are reactive and task-oriented. They are past-oriented and strong thinkers. Adjectives to describe analyticals include critical, indecisive, stuffy, picky, moralistic, industrious, persistent, serious, expecting, and orderly.

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

c. 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.

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 involves building individual and group skills to enhance project performance. The main outputs of this process are team performance assessments and enterprise environmental factors updates.

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. 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.

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

c. Reward power involves using incentives to induce people to do things. Rewards can include money, status, recognition, promotions, and special work assignments.