Chp 9 Flashcards

1
Q

Extrinsic motivation causes people to participate in an activity for their own enjoyment.

A

False;

for Reward/Penalty

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2
Q

Maslow’s hierarchy of needs states that people’s behaviors are guided or motivated by a sequence of needs.

A

True

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3
Q

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

A

False;

it is a prerequisite

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4
Q

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

False;

Motivators not hygiene

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5
Q

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

A

True

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6
Q

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

False;

People who believe in Theory X

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7
Q

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

A

False;

Not Automatically

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8
Q

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

A

True

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9
Q

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

A

False;

getting people to do things based on authority/position

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10
Q

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

A

False;

dont have to

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11
Q

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

False;

described in WBS

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12
Q

A RAM is used only to assign detailed work activities.

A

False;

not only thing it can do

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13
Q

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

A

True

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14
Q

Resource leveling results in fewer problems for project personnel and accounting departments.

A

True

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15
Q

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

A

True

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16
Q

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

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17
Q

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

A

False;

proactive and task-oriented

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18
Q

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

A

False;

smoothing mode

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19
Q

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

A

False;

not all conflict is bad

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20
Q

Microsoft Project 2010 does not lend itself to project human resource management.

A

False;

it does

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21
Q

_____ involves assigning the needed personnel to work on the project.

A

Acquiring the project team

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22
Q

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

A

acquiring the project team

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23
Q

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

A

Developing the project team

24
Q

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

A

developing the project team

25
Q

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

A

Managing the project team

26
Q

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

A

executing

27
Q

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

A

Abraham Maslow

28
Q

At the bottom of Maslow’s structure are _____ needs.

A

physiological

29
Q

_____ is at the top of Maslow’s hierarchy of needs.

A

Self-actualization

30
Q

Recognizing an employee as the “Star Performer of the Month” would be satisfying the _____ need of the Maslow’s hierarchy of needs

A

esteem

31
Q

The bottom four needs in Maslow’s structure are referred to as _____ needs

A

deficiency

32
Q

The highest level of needs in Maslow’s structure is referred to as a _____ need.

A

growth

33
Q

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

A

Frederick Herzberg

34
Q

According to Herzberg, which of the following is a motivational factor?

A

Recognition

35
Q

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

achievement

36
Q

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

37
Q

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

A

power

38
Q

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

TAT

39
Q

_____ is best known for developing Theory X and Theory Y.

A

Douglas McGregor

40
Q

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

A

Theory X

41
Q

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

A

Theory Z

42
Q

According to Thamhain and Wilemon, _____ is the legitimate hierarchical right to issue orders.

A

authority

43
Q

According to Thamhain and Wilemon, _____ is the ability to improve a worker’s position.

A

promotion

44
Q

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

A

Coercive power

45
Q

_____ involves using incentives to induce people to do things.

A

Reward power

46
Q

_____ is based on an individual’s personal charisma.

A

Referent power

47
Q

_____ refers to matching certain behaviors of the other person.

A

Mirroring

48
Q

The first step in the framework for defining and assigning work is _____.

A

finalizing the project requirements

49
Q

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

A

resource histogram

50
Q

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

A

Resource loading

51
Q

_____ is a technique for resolving resource conflicts by delaying tasks.

A

Resource leveling

52
Q

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

A

storming

53
Q

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

A

performing

54
Q

In the MBTI, the _____ dimension relates to the manner in which you gather information.

A

Sensation/Intuition

55
Q

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

A

“Analyticals”

56
Q

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

A

compromise

57
Q

According to Lencioni, which of the following qualities is present in organizations that succeed?

A

Teamwork