MIS 4310 - Exam 2

59. Psychologist David Merril describes _____ as reactive and task-oriented. --Ch. 9

"Analyticals"

67. The _____ is a tool to measure the individual needs of different people using McClelland's categories. --Ch. 9

(TAT) Thematic Apperception Test

28. _____ a highly respected psychologist, rejected the dehumanizing negativism of psychology and proposed the hierarchy of needs theory. --Ch. 9

Abraham Maslow

66. _____ should receive frequent performance feedback, and although money is not an important motivator to them, it is an effective form of feedback. --Ch. 9

Achievers

22. _____ involves assigning the needed personnel to work on the project. --Ch. 9

Acquiring the project team

45. _____ involves using punishment, threats, or other negative approaches to get people to do things they do not want to do. --Ch. 9

Coercive power

75. _____ fill in for project managers in their absence and assist them as needed. --Ch. 9

Deputy project managers

24. _____ involves building individual and group skills to enhance project performance. --Ch. 9

Developing the project team

40. _____ is best known for developing Theory X and Theory Y. --Ch. 9

Douglas McGregor

73. _____ is listening with the intent to understand. --Ch. 9

Empathic listening

63. _____ causes people to do something for a reward or to avoid a penalty. --Ch. 9

Extrinsic motivation

1. Extrinsic motivation causes people to participate in an activity for their own enjoyment. --Ch. 9

FALSE

1. Project members should either have strong technical skills or soft skills. --Ch. 10

FALSE

10. According to Covey, project managers must use a win/lose approach in making decisions. --Ch. 9

FALSE

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. --Ch. 9

FALSE

12. A RAM is used only to assign detailed work activities. --Ch. 9

FALSE

16. Minutes must be a comprehensive report of the meeting that was scheduled. --Ch. 10

FALSE

17. In the Social Styles Profile team building activity, drivers are reactive and people-oriented. --Ch. 9

FALSE

18. Project managers should always reward people who work overtime. --Ch. 9

FALSE

19. The forcing mode is one in which the project manager deemphasizes or avoids areas of differences and emphasizes areas of agreement. --Ch. 9

FALSE

20. Project managers must try to avoid conflict at all costs as all conflict within groups is bad. --Ch. 9

FALSE

21. Microsoft Project 2010 does not lend itself to project human resource management. --Ch. 9

FALSE

3. Maslow suggests that each level of the hierarchy of needs is not necessarily a prerequisite for the levels above. --Ch. 9

FALSE

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. --Ch. 9

FALSE

5. Geographic location and cultural background have no impact on communications. --Ch. 10

FALSE

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. --Ch. 9

FALSE

7. Assignment, budget, promotion, money, and penalty influence bases are automatically available to project managers as part of their position. --Ch. 9

FALSE

7. Communication becomes simpler when you increase the number of team members. --Ch. 10

FALSE

9. Legitimate power involves using personal knowledge and expertise to get people to change their behavior. --Ch. 9

FALSE

34. _____ is best known for distinguishing between motivational factors and hygiene factors when considering motivation in work settings. --Ch. 9

Frederick Herzberg

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

Legitimate

26. _____ involves tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance. --Ch. 9

Managing the project team

50. _____ refers to matching certain behaviors of the other person. --Ch. 9

Mirroring

78. A(n) _____ is a specific type of organizational chart that shows which organizational units are responsible for which work items. --Ch. 9

OBS (organizational breakdown structure)

79. _____ means more resources than are available are assigned to perform work at a given time. --Ch. 9

Overallocation

69. _____ is the potential ability to influence behavior to get people to do things they would not otherwise do. --Ch. 9

Power

62. _____ issues that affect how people work and how well they work include motivation, influence and power, and effectiveness. --Ch. 9

Psychosocial

77. The _____ allocates work to responsible and performing organizations, teams, or individuals, depending on the desired level of detail. --Ch. 9

RAM (responsibility assignment matrix)

76. A(n) _____ or draft contract often provides the basis for defining and finalizing work requirements. --Ch. 9

RFP (Request for Proposal)

74. _____ is a relation of harmony, conformity, accord, or affinity and is important for communication. --Ch. 9

Rapport

35. According to Herzberg, which of the following is a motivational factor? --Ch. 9

Recognition

47. _____ is based on an individual's personal charisma. --Ch. 9

Referent power

55. _____ is a technique for resolving resource conflicts by delaying tasks. --Ch. 9

Resource leveling

54. _____ refers to the amount of individual resources an existing schedule requires during specific time periods. --Ch. 9

Resource loading

46. _____ involves using incentives to induce people to do things. --Ch. 9

Reward power

32. _____ is at the top of Maslow's hierarchy of needs. --Ch. 9

Self-actualization

58. In the MBTI, the _____ dimension relates to the manner in which you gather information. --Ch. 9

Sensation/Intuition

71. _____ is the concept that the whole is equal to more than the sum of its parts. --Ch. 9

Synergy

39. 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. --Ch. 9

TAT

10. Most WBSs include a section for project communications to ensure that reporting key information is a project deliverable. --Ch. 10

TRUE

11. Project managers must assess the needs of the organization, the project, and individuals in determining which communication medium to use, and when. --Ch. 10

TRUE

12. Status reports can take various formats depending on the stakeholders' needs. --Ch. 10

TRUE

13. A facilitator can help the team solve any communication problems. --Ch. 10

TRUE

13. A staffing management plan describes when and how people will be added to and taken off the project team. --Ch. 9

TRUE

14. Good information technology project managers must have strong technical and communication skills. --Ch. 10

TRUE

14. Resource leveling results in fewer problems for project personnel and accounting departments. --Ch. 9

TRUE

15. Do not have a meeting if there is a better way of achieving the objective at hand. --Ch. 10

TRUE

15. In the Tuckman model, storming occurs when team members have different opinions for how the team should operate. --Ch. 9

TRUE

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). --Ch. 9

TRUE

2. Adding more people to a project that is falling behind schedule often causes more setbacks because of the increased complexity of communications. --Ch. 10

TRUE

2. Maslow's hierarchy of needs states that people's behaviors are guided or motivated by a sequence of needs. --Ch. 9

TRUE

3. People have different personality traits that often affect their communication preferences. --Ch. 10

TRUE

4. Rarely does the receiver interpret a message exactly as the sender intended. --Ch. 10

TRUE

5. People who need institutional power or social power want to organize others to further the goals of the organization. --Ch. 9

TRUE

6. It is extremely important to document any changes in technical specifications that might affect product performance. --Ch. 10

TRUE

8. In a project, communicating badly exponentially increases the possibility of making mistakes. --Ch. 10

TRUE

8. Thamhain and Wilemon found that when project managers used work challenge and expertise to influence people, projects were more likely to succeed. --Ch. 9

TRUE

9. The communications management plan varies with the needs of the project. --Ch. 10

TRUE

61. According to Lencioni, which of the following qualities is present in organizations that succeed? --Ch. 9

Teamwork

41. Managers who follow _____ assume that the average worker wants to be directed and prefers to avoid responsibility. --Ch. 9

Theory X

68. Managers who believe in McGregor's _____ assume that individuals do not inherently dislike work, but consider it as natural as play or rest. --Ch. 9

Theory Y

42. _____ emphasizes things such as job rotation, broadening of skills, generalization versus specialization, and the need for continuous training of workers. --Ch. 9

Theory Z

36. 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. --Ch. 9

achievement

23. Key outputs of _____ process are project staff assignments, resource calendars, and project management plan updates. --Ch. 9

acquiring the project team

82. In the Tuckman model, _____ involves the break-up of the team after it successfully reaches its goals and completes the work. --Ch. 9

adjourning

37. 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. --Ch. 9

affiliation

43. According to Thamhain and Wilemon, _____ is the legitimate hierarchical right to issue orders. --Ch. 9

authority

60. According to Blake and Mouton, project managers who use the _____ method use a give-and take-approach to resolving conflicts. --Ch. 9

compromise

30. The bottom four needs in Maslow's structure are referred to as _____ needs. --Ch. 9

deficiency

64. According to Maslow, only after meeting _____ needs can individuals act upon growth needs. --Ch. 9

deficiency

25. The main outputs of the _____ process are team performance assessments and enterprise environmental factors updates. --Ch. 9

developing the project team

33. Recognizing an employee as the "Star Performer of the Month" would be satisfying the _____ need of the Maslow's hierarchy of needs. --Ch. 9

esteem

27. The acquiring of the project team is a subprocess associated with the _____ process of project human resource management. --Ch. 9

executing

52. The first step in the framework for defining and assigning work is _____. --Ch. 9

finalizing the project requirements

29. The highest level of needs in Maslow's structure is referred to as a _____ need. --Ch. 9

growth

49. The capacity to understand the motivations, intentions and desires of others is --Ch. 9

interpersonal intelligence

80. Resource _____ aims to minimize period-by-period variations in resource loading by shifting tasks within their slack allowances. --Ch. 9

leveling

65. Herzberg called factors that cause job satisfaction _____. --Ch. 9

motivators

57. In the Tuckman model, _____ occurs when the emphasis is on reaching the team goals, rather than working on team process. --Ch. 9

performing

31. At the bottom of Maslow's structure are _____ needs. --Ch. 9

physiological

38. According to McClelland's acquired-needs theory, people who need personal _____ want to direct others and can be seen as bossy. --Ch. 9

power

72. Covey, like Maslow, believes that people have the ability to be _____ and choose their responses to different situations. --Ch. 9

proactive

44. According to Thamhain and Wilemon, _____ is the ability to improve a worker's position. --Ch. 9

promotion

53. A(n) _____ is a column chart that shows the number of resources assigned to a project over time. --Ch. 9

resource histogram

48. Taking time to renew oneself physically, spiritually, mentally and socially is --Ch. 9

sharpening the saw

83. In the DISC profile, the letter "S" represents _____. --Ch. 9

steadiness

56. In the Tuckman model, _____ occurs as team members have different opinions as to how the team should operate. --Ch. 9

storming

81. The main goal of _______ is to help people work together more effectively to improve project performance. --Ch. 9

team development

51. When an organization needs a new direction, the ________ leadership style is appropriate. --Ch. 9

visionary

84. According to Blake and Mouton, project managers who use the _____ mode retreat from an actual or potential disagreement. --Ch. 9

withdrawal