Extrinsic motivation causes people to participate in an activity for their own enjoyment. |
False |
Maslow’s hierarchy of needs states that people’s behaviors are guided or motivated by a |
True |
Maslow suggests that each level of the hierarchy of needs is not necessarily a prerequisite for |
False |
According to Herzberg, hygiene factors such as larger salaries, more supervision, or a more |
False |
People who need institutional power or social power want to organize others to further the goals |
True |
Managers who believe in Theory Y assume that workers dislike and avoid work if possible, so |
False |
Assignment, budget, promotion, money, and penalty influence bases are automatically available |
False |
Thamhain and Wilemon found that when project managers used work challenge and expertise to |
True |
Legitimate power involves using personal knowledge and expertise to get people to change their |
False |
According to Covey, project managers must use a win/lose approach in making decisions. |
False |
A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as |
False |
A RAM is used only to assign detailed work activities. |
False |
A staffing management plan describes when and how people will be added to and taken off the |
True |
Resource leveling results in fewer problems for project personnel and accounting departments. |
True |
In the Tuckman model, storming occurs when team members have different opinions for how |
True |
The first dimension of psychological type in the MBTI signifies whether people draw their |
True |
In the Social Styles Profile team building activity, drivers are reactive and people-oriented. |
False |
The forcing mode is one in which the project manager deemphasizes or avoids areas of |
False |
Project managers must try to avoid conflict at all costs as all conflict within groups is bad. |
False |
Microsoft Project 2010 does not lend itself to project human resource management. |
False |
_____ involves assigning the needed personnel to work on the project. |
Acquiring the project team |
Key outputs of _____ process are project staff assignments, resource calendars, and project |
acquiring the project team |
_____ involves building individual and group skills to enhance project performance. |
Developing the project team |
The main outputs of the _____ process are team performance assessments and enterprise |
developing the project team |
_____ involves tracking team member performance, motivating team members, providing |
Managing the project team |
The acquiring of the project team is a subprocess associated with the _____ process of project |
executing |
_____ a highly respected psychologist, rejected the dehumanizing negativism of psychology and |
Abraham Maslow |
At the bottom of Maslow’s structure are _____ needs. |
physiological |
_____ is at the top of Maslow’s hierarchy of needs. |
Self-actualization |
Recognizing an employee as the "Star Performer of the Month" would be satisfying the _____ |
esteem |
The bottom four needs in Maslow’s structure are referred to as _____ needs. |
deficiency |
The highest level of needs in Maslow’s structure is referred to as a _____ need. |
growth |
_____ is best known for distinguishing between motivational factors and hygiene factors when |
Frederick Herzberg |
According to Herzberg, which of the following is a motivational factor? |
Recognition |
People with a high need for _____ seek to excel and tend to avoid both low-risk and high-risk |
achievement |
According to McClelland’s acquired-needs theory, people with a high need for _____ desire |
affiliation |
According to McClelland’s acquired-needs theory, people who need personal _____ want to |
power |
The _____ presents subjects with a series of ambiguous pictures and asks them to develop a |
TAT |
_____ is best known for developing Theory X and Theory Y. |
Douglas McGregor |
Managers who follow _____ assume that the average worker wants to be directed and prefers |
Theory X |
_____ emphasizes things such as job rotation, broadening of skills, generalization versus |
Theory Z |
According to Thamhain and Wilemon, _____ is the legitimate hierarchical right to issue |
authority |
According to Thamhain and Wilemon, _____ is the ability to improve a worker’s position. |
promotion |
_____ involves using punishment, threats, or other negative approaches to get people to do |
Coercive power |
_____ involves using incentives to induce people to do things. |
Reward power |
_____ is based on an individual’s personal charisma. |
Referent power |
_____ refers to matching certain behaviors of the other person. |
Mirroring |
The first step in the framework for defining and assigning work is _____. |
finalizing the project requirements |
A(n) _____ is a column chart that shows the number of resources assigned to a project over |
resource histogram |
_____ refers to the amount of individual resources an existing schedule requires during |
Resource loading |
_____ is a technique for resolving resource conflicts by delaying tasks. |
Resource leveling |
In the Tuckman model, _____ occurs as team members have different opinions as to how the |
storming |
In the Tuckman model, _____ occurs when the emphasis is on reaching the team goals, rather |
performing |
In the MBTI, the _____ dimension relates to the manner in which you gather information. |
Sensation/Intuition |
Psychologist David Merril describes _____ as reactive and task-oriented. |
"Analyticals" |
According to Blake and Mouton, project managers who use the _____ method use a give-and |
compromise |
According to Lencioni, which of the following qualities is present in organizations that |
Teamwork |
_____ issues that affect how people work and how well they work include motivation, influence |
Psychosocial |
_____ causes people to do something for a reward or to avoid a penalty. |
Extrinsic motivation |
According to Maslow, only after meeting _____ needs can individuals act upon growth needs. |
deficiency |
Herzberg called factors that cause job satisfaction _____. |
motivators |
_____ should receive frequent performance feedback, and although money is not an important |
Achievers |
The _____ is a tool to measure the individual needs of different people using McClelland’s |
Thematic Apperception Test (TAT) |
Managers who believe in McGregor’s _____ assume that individuals do not inherently dislike |
Theory Y |
_____ is the potential ability to influence behavior to get people to do things they would not |
Power |
_____ power is getting people to do things based on a position of authority. |
Legitimate |
_____ is the concept that the whole is equal to more than the sum of its parts. |
Synergy |
Covey, like Maslow, believes that people have the ability to be _____ and choose their |
proactive |
_____ is listening with the intent to understand. |
Empathic listening |
_____ is a relation of harmony, conformity, accord, or affinity and is important for |
Rapport |
_____ fill in for project managers in their absence and assist them as needed. |
Deputy project managers |
A(n) _____ or draft contract often provides the basis for defining and finalizing work |
Request for Proposal (RFP) |
The _____ allocates work to responsible and performing organizations, teams, or individuals, |
responsibility assignment matrix (RAM) |
A(n) _____ is a specific type of organizational chart that shows which organizational units are |
organizational breakdown structure (OBS) |
_____ means more resources than are available are assigned to perform work at a given time. |
Overallocation |
Resource _____ aims to minimize period-by-period variations in resource loading by shifting |
leveling |
In the Tuckman model, _____ involves the break-up of the team after it successfully reaches its |
adjourning |
In the DISC profile, the letter "S" represents _____. |
steadiness |
According to Blake and Mouton, project managers who use the _____ mode retreat from an |
withdrawal |
Chapter 9 Project Human Resource Management
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