PM Chapter 9

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

Acquiring the project team: involves assigning the needed personnel to work on the project. Key outputs of this process are project staff assignments, resource calendars, and project management plan updates.

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

Acquiring the project team: involves assigning the needed personnel to work on the project. Key outputs of this process are project staff assignments, resource calendars, and project management plan updates.

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

Developing the project team: involves building individual and group skills to enhance project performance.

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

Developing the project team involves: building individual and group skills to enhance project performance. The main outputs of this process are team performance assessments and enterprise environmental factors updates.

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

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

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

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

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

Abraham Maslow: , a highly respected psychologist who rejected the dehumanizing negativism of psychology in the 1950s, is best known for developing a hierarchy of needs

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

At the bottom of the pyramid structure of Maslow’s hierarchy of needs are "physiological" needs. Once physiological needs are satisfied, safety needs guide behavior.

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

Self actualization: is at the top of Maslow’s structure. Self-actualized people are problem-focused, have an appreciation for life, are concerned about personal growth, and are able to have peak experiences.

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

Esteem: needs include recognition, prestige, and status.

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

The bottom four needs in Maslow’s hierarchy, physiological, safety, social, and esteem needs, are referred to as "deficiency needs", and the highest level, self-actualization, is considered a growth need.

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

The bottom four needs in Maslow’s hierarchy, physiological, safety, social, and esteem needs, are referred to as deficiency needs, and the highest level, self-actualization, is considered a "growth need."

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

Frederick Herzberg: is best known for distinguishing between motivational factors and hygiene factors when considering motivation in work settings. He referred to factors that cause job satisfaction as motivators and factors that could cause dissatisfaction as hygiene factors.

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 situations to improve their chances for achieving something worthwhile.

People who have a high need for "achievement" (nAch) seek to excel, and tend to avoid both low-risk and high-risk situations to improve their chances for achieving something worthwhile. Achievers need regular feedback and often prefer to work alone or with other high achievers

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.

People with a high need for affiliation (nAff) desire harmonious relationships with other people and need to feel accepted by others. They tend to conform to the norms of their work group and prefer work that involves significant personal interaction.

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

People with a need for "power" (nPow) desire either personal power or institutional power. People who need personal power want to direct others and can be seen as bossy.

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.

The "Thematic Apperception Test (TAT)" is a tool to measure the individual needs of different people using McClelland’s categories. The TAT 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.

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

Douglas McGregor: was one of the great popularizers of a human relations approach to management, and he is best known for developing Theory X and Theory Y.

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

People who believe in "Theory X" assume that workers dislike and avoid work if possible, so managers must use coercion, threats, and various control schemes to have workers make adequate efforts to meet objectives. They assume that the average worker wants to be directed and prefers to avoid responsibility, has little ambition, and wants security above all else.

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

"Theory Z" workers, it is assumed, can be trusted to do their jobs to their utmost ability, as long as management can be trusted to support them and look out for their wellbeing. Theory Z emphasizes job rotation, broadening of skills, generalization versus specialization, and the need for continuous training of workers.

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

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

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

According to Thamhain and Wilemon, "promotion" is the ability to improve a worker’s position

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

Coercive power: involves using punishment, threats, or other negative approaches to get people to do things they do not want to do. For example, a project manager can threaten to fire workers or subcontractors to try to get them to change their behavior.

_____ involves using incentives to induce people to do things.

Reward power: involves using incentives to induce people to do things. Rewards can include money, status, recognition, promotions, and special work assignments.

_____ is based on an individual’s personal charisma.

Referent power: is based on a person’s own charisma. People who have referent power are held in very high regard; others will do what they say based on that regard.

_____ refers to matching certain behaviors of the other person.

Mirroring: is matching certain behaviors of the other person. People tend to like others who are like themselves, and mirroring helps you take on some of the other person’s characteristics.

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

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 time.

The staffing management plan often includes a "resource histogram", which is a column chart that shows the number of resources assigned to a project over time.

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

Resource loading: refers to the amount of individual resources an existing schedule requires during specific time periods. It helps project managers understand the demands of a project on the organization’s resources and on individual people’s schedules.

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

Resource leveling: is a technique for resolving resource conflicts by delaying tasks. It is a form of network analysis in which resource management concerns drive scheduling decisions (start and finish dates). The main purpose of resource leveling is to create a smoother distribution of resource usage.

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

Storming: occurs when team members have different opinions for how the team should operate. People test each other, and there is often conflict within the team.

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

Performing: occurs when the emphasis is on reaching the team’s goals rather than working on team process. Relationships are settled, and team members are likely to build loyalty towards each other.

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

In the MBTI, the "Sensation/ Intuition "dimension relates to the manner in which you gather information. Sensation (or Sensing) type people take in facts, details, and reality and describe themselves as practical. Intuitive type people are imaginative, ingenious, and attentive to hunches or intuition. They describe themselves as innovative and conceptual.

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

Analyticals: are reactive and task-oriented. They are past-oriented and strong thinkers. Adjectives to describe analyticals include critical, indecisive, stuffy, picky, moralistic, industrious, persistent, serious, expecting, and orderly.

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

With the "compromise mode", project managers use a give-and-take approach to resolving conflicts. They bargain and search for solutions that bring some degree of satisfaction to all the parties in a dispute.

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

According to Patrick Leniconi, ""Teamwork" remains the one sustainable competitive advantage that has been largely untapped .. teamwork is almost always lacking within organizations that fail, and often present within those that succeed."