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ch9

True/False Indicate whether the statement is true or false. T F F T T T F F T F F T F T F T F F F F T T T 1. Most project managers agree that managing human resources effectively is one of the toughest challenges they face. 2. The global job market for information technology workers is contracting. 3. Hiring managers say interpersonal skills are the least important soft skill for information technology workers. 4. As the job market changes, people should upgrade their skills to remain marketable and flexible. 5. Many highly qualified information technology workers lost their jobs in the past few years. 6. If companies plan their projects well, they can avoid the need for overtime, or they can make it clear that overtime is optional. 7. Team-building skills are often not a challenge for many project managers. 8. Extrinsic motivation causes people to participate in an activity for their own enjoyment. 9. Maslows hierarchy of needs states that peoples behaviors are guided or motivated by a sequence of needs. 10. Maslow suggests that each level of the hierarchy of needs is not necessarily a prerequisite for the levels above. 11. 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. 12. People who need institutional power or social power want to organize others to further the goals of the organization. 13. People 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. 14. Project managers often do not have control over project staff who report to them. 15. Assignment, budget, promotion, money, and penalty influence bases are automatically available to project managers as part of their position. 16. Thamhain and Wilemon found that when project managers used work challenge and expertise to influence people, projects were more likely to succeed. 17. Legitimate power involves using personal knowledge and expertise to get people to change their behavior. 18. Smaller information technology projects usually have deputy project managers or subproject managers. 19. 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. 20. A RAM should only be used to assign detailed work activities. 21. A staffing management plan describes when and how people will be added to and taken off the project team. 22. One innovative approach to hiring and retaining information technology staff is to offer existing employees incentives for helping recruit and retain personnel. 23. Schedules tend to focus primarily on time rather than on both time and resources.

T F T T T F F

24. If a certain resource is overallocated, the project manager can change the schedule to remove resource overallocation. 25. When resources are used on a more constant basis, they require more management. 26. Resource leveling results in fewer problems for project personnel and accounting departments. 27. Project managers often recommend that people take specific training courses to improve individual and team development. 28. 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. Project managers do not need to continually assess their teams performance. 30. Project managers should limit the size of work teams to eight to ten members.

Multiple Choice Identify the choice that best completes the statement or answers the question. ____ 31. Human resource management includes ____ processes. a. three c. five b. four d. six ____ 32. ____ involves getting the needed personnel assigned to and working on the project. a. Developing the human resource plan c. Acquiring the project team b. Developing the project team d. Managing the project team ____ 33. 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. developing the human resource plan ____ 34. ____ 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 ____ 35. The main outputs of ____ 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 ____ 36. ____ 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 c. Acquiring the project team b. Developing the project team d. Managing the project team ____ 37. ____ involves identifying and documenting project roles, responsibilities, and reporting relationships. a. Developing the human resource plan c. Acquiring the project team b. Developing the project team d. Managing the project team ____ 38. Abraham Maslow, a highly respected psychologist, rejected the dehumanizing negativism of psychology in the ____. a. 1940s c. 1960s b. 1950s d. 1970s ____ 39. ____ is best known for developing a hierarchy of needs. a. Frederick Herzberg c. Abraham Maslow b. David McClelland d. Douglas McGregor

____ 40. At the bottom of Maslows structure are ____ needs. a. esteem c. physiological b. self-actualization d. social ____ 41. ____ is at the top of Maslows structure. a. Esteem c. Physiological b. Self-actualization d. Social ____ 42. The bottom four needs in Maslows structure are referred to as ____ needs. a. self-actualization c. safety b. deficiency d. growth ____ 43. The highest level of needs in Maslows structure is referred to as a ____ need. a. deficiency c. safety b. growth d. physiological ____ 44. ____ 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 ____ 45. ____ found that people were motivated to work mostly by feelings of personal achievement and recognition. a. Maslow c. McClelland b. McGregor d. Herzberg ____ 46. ____ proposed that an individuals specific needs are acquired or learned over time and shaped by life experiences. a. Frederick Herzberg c. Abraham Maslow b. David McClelland d. Douglas McGregor ____ 47. 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. money d. achievement ____ 48. People with a high need for ____ desire harmonious relationships with other people and need to feel accepted by others. a. affiliation c. power b. money d. achievement ____ 49. People who need personal ____ want to direct others and can be seen as bossy. a. affiliation c. power b. advancement d. achievement ____ 50. 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 ____ 51. ____ is best known for developing Theory X and Theory Y. a. Frederick Herzberg c. Abraham Maslow b. David McClelland d. Douglas McGregor ____ 52. People who believe in ____ assume that the average worker wants to be directed and prefers to avoid responsibility. a. Theory W c. Theory Y b. Theory X d. Theory Z ____ 53. ____ 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

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b. Theory X d. Theory Z According to Thamhain and Wilemon, ____ is the legitimate hierarchical right to issue orders. a. authority c. expertise b. assignment d. promotion According to Thamhain and Wilemon, ____ is the ability to improve a workers position. a. authority c. expertise b. assignment d. promotion ____ 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 ____ involves using incentives to induce people to do things. a. Legitimate power c. Reward power b. Coercive power d. Referent power ____ is based on an individuals personal charisma. a. Legitimate power c. Reward power b. Coercive power d. Referent power Which of Coveys habits does Douglas Ross suggest differentiates good project managers from average or poor project managers? ____ a. Think win/win b. Seek first to understand, then to be understood c. Begin with the end in mind d. Synergize ____ is matching certain behaviors of the other person. a. Empathic listening c. Synergy b. Rapport d. Mirroring ____ fill in for project managers in their absence and assist them as needed. a. Deputy project managers c. Assistant project managers b. Subproject managers d. Second-tier project managers 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 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 ____ refers to the amount of individual resources an existing schedule requires during specific time periods. a. Resource loading c. Resource allocation b. Resource leveling d. Resource requesting ____ is a technique for resolving resource conflicts by delaying tasks. a. Resource loading c. Resource allocation b. Resource leveling d. Resource requesting 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

____ 67. 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 ____ 68. 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 ____ 69. Psychologist David Merril describes ____ as reactive and task-oriented. a. Expressives c. Analyticals b. Drivers d. Amiables ____ 70. Psychologist David Merril describes ____ as reactive and people-oriented. a. Expressives c. Analyticals b. Drivers d. Amiables Completion Complete each statement. 71. If organizations want to be successful at implementing information technology projects, they need to understand the importance of project ____human resource management_____ and take actions to make effective use of people. 72. Psychosocial issues that affect how people work and how well they work include ___motivation_, influence and power, and effectiveness. 73. Extrinsic motivation_____ causes people to do something for a reward or to avoid a penalty. 74. Only after meeting ____deficiency____ needs can individuals act upon growth needs. 75. Herzberg called factors that cause job satisfaction _______motivators_. 76. _Achievers_______ should receive frequent performance feedback, and although money is not an important motivator to them, it is an effective form of feedback. 77. The ___Thematic Apperception Test (TAT)_ is a tool to measure the individual needs of different people using McClellands categories. 78. Managers who believe in McGregors Theory Y assume that individuals do not inherently dislike work, but consider it as natural as play or rest. 79. ____Power_____ is the potential ability to influence behavior to get people to do things they would not otherwise do. 80. There are _________five__ main types of power, based on French and Ravens classic study, The Bases of Social Power. 81. _Legitimate power________ is getting people to do things based on a position of authority. 82. ____Synergy_________ is the concept that the whole is equal to more than the sum of its parts. 83. Covey, like Maslow, believes that people have the ability to be _______proactive___ and choose their responses to different situations. 84. ___Empathic listening_______ is listening with the intent to understand. 85. ___Rapport___ is a relation of harmony, conformity, accord, or affinity.

86. The ___human resource plan_____ often includes an organizational chart for the project, detailed information on roles and responsibilities, and a staffing management plan. 87. _Subproject managers____ are responsible for managing the subprojects into which a large project might be divided. 88. A(n) ______Request for Proposal (RFP)_____ or draft contract often provides the basis for defining and finalizing work requirements. 89. The responsibility assignment matrix (RAM)____ allocates work to responsible and performing organizations, teams, or individuals, depending on the desired level of detail. 90. A(n) _organizational breakdown structure (OBS)_______ is a specific type of organizational chart that shows which organizational units are responsible for which work items. 91. Some organizations use _____RACI charts________ to show Responsibility, Accountability, Consultation, and Informed roles for project stakeholders. 92. ___Overallocation______ means more resources than are available are assigned to perform work at a given time. 93. Resource leveling aims to minimize period-by-period variations in resource loading by shifting tasks within their slack allowances. 94. The ___Myers-Briggs Type Indicator (MBTI)___ is a popular tool for determining personality preferences. 95. Many project managers keep a(n) _____issue log_____ to document, monitor, and track issues that need to be resolved for the project team to work effectively. TRUE/FALSE 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: T F F T T T F F T F F T F T F T F F F F T PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: 338 338 339 339 339 340 343 344 344 344 345-346 347 347 348 348 348 349 353 354 355 356

22. 23. 24. 25. 26. 27. 28. 29. 30.

ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS:

T T T F T T T F F

PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS:

1 1 1 1 1 1 1 1 1

REF: REF: REF: REF: REF: REF: REF: REF: REF:

358 359 361 362 362 363 364 368 370

MULTIPLE CHOICE 31. 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. 42. 43. 44. 45. 46. 47. 48. 49. 50. 51. 52. 53. 54. 55. 56. 57. 58. 59. 60. 61. 62. 63. 64. ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: ANS: B C B B C D A B C C B B B A D B D A C C D B D A D B C D B D A C B A PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: PTS: 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: REF: 343 343 343 343 343 343 343 344 344 344 345 345 345 345 346 346 347 347 347 347 347 347 348 348 348 349 349 349 351 351 352 353 357 360

65. 66. 67. 68. 69. 70.

ANS: ANS: ANS: ANS: ANS: ANS:

B D A D C D

PTS: PTS: PTS: PTS: PTS: PTS:

1 1 1 1 1 1

REF: REF: REF: REF: REF: REF:

361 363 363 364 366 366

COMPLETION 71. ANS: human resource management PTS: 1 72. ANS: motivation REF: 340

PTS: 1 REF: 344 73. ANS: Extrinsic motivation PTS: 1 74. ANS: deficiency PTS: 1 75. ANS: motivators PTS: 1 76. ANS: Achievers REF: 344

REF: 345

REF: 345

PTS: 1 REF: 347 77. ANS: TAT Thematic Apperception Test Thematic Apperception Test (TAT) (TAT) Thematic Apperception Test PTS: 1 78. ANS: Theory Y PTS: 1 79. ANS: Power PTS: 1 80. ANS: five 5 REF: 347

REF: 347

REF: 348

PTS: 1 REF: 349 81. ANS: Legitimate power PTS: 1 82. ANS: Synergy REF: 349

PTS: 1 83. ANS: proactive

REF: 350

PTS: 1 REF: 350 84. ANS: Empathic listening PTS: 1 85. ANS: Rapport REF: 350

PTS: 1 REF: 351 86. ANS: human resource plan PTS: 1 REF: 352 87. ANS: Subproject managers PTS: 1 REF: 352-353 88. ANS: RFP Request for Proposal Request for Proposal (RFP) RFP (Request for Proposal) PTS: 1 REF: 353 89. ANS: RAM responsibility assignment matrix responsibility assignment matrix (RAM) RAM (responsibility assignment matrix) PTS: 1 REF: 354 90. ANS: OBS organizational breakdown structure organizational breakdown structure (OBS) OBS (organizational breakdown structure) PTS: 1 REF: 354 91. ANS: RACI charts PTS: 1 REF: 355 92. ANS: Overallocation PTS: 1 93. ANS: leveling REF: 360

PTS: 1 REF: 361 94. ANS: MBTI Myers-Briggs Type Indicator

Myers-Briggs Type Indicator (MBTI) MBTI (Myers-Briggs Type Indicator) PTS: 1 95. ANS: issue log PTS: 1 REF: 364

REF: 369

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