California State University - East Bay > MANAGEMENT > MGMT 3110 quiz chapter 3 (ALREADY GRADED A)

Document Content and Description Below

At the project level, which of the following is a factor that should influence the choice of project management structure? The size of the project The strategic importance of the project ... Budget and time constraints The novelty of the project All of these are factors that should influence the choice of project management structure. Elizabeth is considering how to structure a project team that will not directly disrupt ongoing operations. The project needs to be done quickly and a high level of motivation will be needed in order to do that. For this situation, the ________ organization would be the best choice. Balanced matrix Weak matrix Projectized Strong matrix Functional Organizational culture is best explained as organizational Personality. Background. Hierarchy. Reporting relationships. Management style. All of the following are disadvantages of organizing projects within a matrix arrangement EXCEPT Expensive. Stressful. Longer project duration. Infighting. Dysfunctional conflict between functional managers and project managers. Which of the following is a disadvantage of a projectized organization? Poor integration Longer project duration It is expensive High complexity Lack of focus on the project Which of the following is NOT true regarding organizing projects within a matrix arrangement? It is designed to optimally utilize resources by having individuals work on multiple projects as well as being capable of performing normal functional duties. It is a hybrid form of organization that combines characteristics of both dedicated project teams and functional organization. There are usually two chains of command. Provides a dual focus between functional/technical expertise and project requirements that are missing in either the project team or the functional approach. Its flexibility supports a strong project focus that helps alleviate stress among project team members. Which organization's culture is NOT a culture a project manager has to be able to operate in or interact with? The culture of government and regulatory agencies The culture of vendors and subcontractors The culture of their parent organization The culture of the project's customer or client All of these are cultures a project manager has to be able to operate in or interact with. An important function of an organization's culture is to Complete projects on budget and on schedule Provide emotional intelligence for decision making Determine the types of projects an organization is to accomplish Help legitimize the management system Which of the following cultural characteristics relates to the degree to which management focuses on outcomes rather than on techniques and processes used to achieve those outcomes? Means versus end orientation Risk tolerance Reward criteria Open-systems focus Conflict tolerance Identified weaknesses of high expense, conflict between the team and the organization, and difficult post-project transitions are typical of Functional Teams Dedicated Teams Matrixed Teams None of the above Which of the following cultural characteristic relates to the degree to which rules, policies, and direct supervision are used to oversee and control employee behavior? Team Emphasis Control Managerial focus Member identity Unit integration The structure that manages projects within the existing organizational structure is ________ organization. Projectized Strong matrix Balanced matrix Functional Weak matrix From the list below, which is NOT a primary characteristic of organizational culture? Risk tolerance Control Profitability Conflict tolerance Team emphasis All of the following are functions culture plays in an organization EXCEPT It provides a sense of identity. It clarifies and reinforces standards of behavior. It helps create social order. It helps legitimize the management system. It replaces the need for a project selection process. Which structure would be most appropriate for developing a new, highly innovative product that has strict time constraints? Strong matrix Dedicated project team Weak matrix Balanced matrix Functional organization Factors in identifying cultural characteristics include all the following EXCEPT Attitude. Customs. Values. Norms. All of these are factors in identifying cultural characteristics. If you are considering moving to a matrixed organization, you will need strong leadership. Both time and strong leadership. time. budget allocated. In which of the following is the balance of authority strongly in favor of the functional managers? Matrix Weak matrix Strong matrix Balanced matrix Neutral matrix Which of the following is an advantage of a functional project management organization? Strong motivation of project team members Good integration across functional units Shorter project duration Maximum flexibility in the use of staff Longer project duration Growing pains can arise from implementing a matrix organization due to Types of projects an organization is attempting to accomplish Cost and supply chain factors Influence from other organizations The long lead time of implementation Which of the following is a disadvantage of functional project management organization? Poor integration Longer project duration Lack of motivation of project team members Lack of focus on the project All of these are disadvantages of functional project management organization. Which of the below is not considered a strength for a matrix organization? Strong project focus Easier post-project transition Streamlined project selection Flexibility A project team that operates with a full-time project manager as a separate unit from the rest of the organization is structured using ________ organization. Strong matrix Weak matrix Projectized Balanced matrix Functional Which of the following combinations represents the extremes of project organization? Projectized and strong matrix Strong matrix and balanced matrix Projectized and balanced matrix Strong matrix and functional Functional and projectized All of the following are organizational considerations when determining the right project management structure EXCEPT What percentage of core work involves projects Budget constraints How important project management is to the success of the organization Assess current practices and determine any changes that are needed to more effectively manage projects Resource availability Bill is working on a project involving the upgrading of a management information system. The project is being managed by the information systems department with the coordination of other departments occurring through normal channels. He is working in a ________ organization. Strong matrix Weak matrix Projectized Balanced matrix Functional MegaComputers Inc., has assigned a project manager for each of the five new-product teams. The managers, as well as the project team members, work on the projects on a full-time basis. The structure being used is ________ organization. Balanced matrix Strong matrix Projectized Functional Weak matrix Who is responsible for determining how tasks will be done in a weak matrix project management structure? This is negotiated The functional manager The project manager Both the functional manager and the project manager are responsible There is no rule established for who takes responsibility. In all cases of looking for an ideal project culture, there is always the need for Balance among multiple project dimensions. Considerable support from all levels of management. A very strong Project Management Office. More funding. Which are the three different matrix systems discussed in the text? Functional, Neutral, Projectized Weak, Strong, Balanced Functional, Weak, Strong Balanced, Functional, Projectized Neutral, Weak, Strong Which of the following cultural characteristics relates to the degree to which work activities are organized around groups rather than individuals? Unit integration Member identity Team emphasis Managerial focus Control Which of the following cultural characteristics relates to the degree to which employees identify with the organization as a whole rather than with their type of job or field of professional expertise? Unit integration Control Managerial focus Team emphasis Member identity [Show More]

Last updated: 2 years ago

Preview 1 out of 9 pages