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Management
Q:
In the approach, team members confront the issue directly.a. Collaborating, Confronting, or Problem Solvingb. Avoiding or Withdrawingc. Competing or Forcingd. Accommodating or Smoothing
Q:
In the approach, the split solution may not be the optimal one.a. Collaborating, Confronting, or Problem Solvingb. Avoiding or Withdrawingc. Competing or Forcingd. Compromising
Q:
In the approach, team members focus on splitting the difference.a. Collaborating, Confronting, or Problem Solvingb. Compromisingc. Competing or Forcingd. Accommodating or Smoothing
Q:
In the approach, team members search for an intermediate position.a. Collaborating, Confronting, or Problem Solvingb. Compromisingc. Competing or Forcingd. Accommodating or Smoothing
Q:
Although the approach may make a conflict situation livable, it does not resolve the issue.a. Collaborating, Confronting, or Problem Solvingb. Avoiding or Withdrawingc. Competing or Forcingd. Accommodating or Smoothing
Q:
In the approach, topics that may cause hurt feelings are not discussed.a. Collaborating, Confronting, or Problem Solvingb. Avoiding or Withdrawingc. Competing or Forcingd. Accommodating or Smoothing
Q:
The approach emphasizes the search for areas of agreement within the conflict and minimizes the value of addressing differences.a. Collaborating, Confronting, or Problem Solvingb. Avoiding or Withdrawingc. Competing or Forcingd. Accommodating or Smoothing
Q:
The approach to handling conflict can result in resentment and deterioration of the work climate.a. Collaborating, Confronting, or Problem Solvingb. Avoiding or Withdrawingc. Competing or Forcingd. Accommodating or Smoothing
Q:
In the approach, the project manager may simply pull rank and say, "Do it my way."a. Collaborating, Confronting, or Problem Solvingb. Avoiding or Withdrawingc. Competing or Forcingd. Accommodating or Smoothing
Q:
In the approach, the value placed on winning the conflict is higher than the value placed on the relationship between the individuals.a. Collaborating, Confronting, or Problem Solvingb. Avoiding or Withdrawingc. Competing or Forcingd. Accommodating or Smoothing
Q:
In the approach, conflict is viewed as a win"lose situation.a. Collaborating, Confronting, or Problem Solvingb. Avoiding or Withdrawingc. Competing or Forcingd. Accommodating or Smoothing
Q:
Which approach can cause the conflict to fester and then escalate at a later time?a. Collaborating, Confronting, or Problem Solvingb. Avoiding or Withdrawingc. Competing or Forcingd. Accommodating or Smoothing
Q:
In the approach, individuals in conflict retreat from the situation in order to avoid an actual or potential disagreement.a. Collaborating, Confronting, or Problem Solvingb. Avoiding or Withdrawingc. Competing or Forcingd. Accommodating or Smoothing
Q:
A potential conflict on projects is Personal Differences where conflict can emerge among members of the project team because of differences ina. individuals' prejudices or values and attitudes.b. project assignments.c. project experience.d. attendance at team social events.
Q:
A potential conflict on projects is Organizational Issues where organizational issues can cause conflict. There may be disagreement over all the following excepta. the need for certain procedures established by the project manager.b. ambiguous project communication.c. from failure to make timely decisions.d. payment schedules from the customer.
Q:
A potential conflict on projects is Cost where conflict often arises overa. how much the work should cost.b. how the work should be done.c. at what level of quality the work should be done.d. how much work should be done.
Q:
A potential conflict on projects is Work Scope where the conflict can arise from differences of opinion on all the following excepta. how the work should be done.b. the cost of the work to be done.c. at what level of quality the work should be done.d. how much work should be done.
Q:
provides an opportunity to gain new information, consider alternatives, develop better solutions to problems, enhance team building, and learn.a. Conflictb. Prying into personal informationc. Team meetingd. The project design meeting
Q:
Key principles to guide ethical behavior are all of the following except:a. Don"t do anything you wouldn"t to appear on the news.b. Do what you can get away with without being caught.c. Treat others the way you want to be treated.d. Don"t do anything you wouldn"t want your family, friends, neighbors or coworkers to read about in the newspaper.
Q:
Customers and suppliers want to do business with people they cana. keep at a distance.b. manipulate.c. trust.d. cheat.
Q:
is necessary within a project organization, and in project business relationships with customers, suppliers, and subcontractors.a. Keeping secretsb. Ethical behaviorc. Withholding informationd. Falsifying results
Q:
Having a common goal such as the project objective cana. break the team apart.b. increase the cost of the project.c. enhance the differences of the team.d. bring a diverse group together.
Q:
Primarily, the must promote and foster a respectful and supportive work environment that removes barriers to valuing diversity, values differences, and encourages participation by all team members.a. project managerb. project teamc. stakeholdersd. customer organization
Q:
The goals of the diversity policy might be to create a work environment where all the following are true excepta. The right of all team members to participate and contribute is respected.b. Differences are respected and valued.c. All team members flourish.d. There will be acceptance for breach of respect or intolerant behavior.
Q:
A project organization can take several steps to create and sustain a supportive and positive climate for diversity.These include all the following excepta. develop a written policy regarding diversity.b. provide training about diversity in the workplace.c. include diversity as a primary meeting agenda item.d. have team meetings for members to get to know each other and value each other's differences.
Q:
Do not identify or refer to team members by drawing attention to their
a. diversity.
b. experiences.
c. good work on the project.
d. personal information shared with the team.
Q:
is categorizing individuals into a group and then conferring on them the characteristics that we believe apply universally to all members of that group.a. Generalizationb. Hypothesizingc. Stereotypingd. Simplifying
Q:
If the are not valued as a strength, they can lead to low morale, diminished trust, reduced productivity, greater tension, and suspicion and become a serious impediment to team performance.a. roles of team membersb. differences within the project teamc. project plansd. similarities with other projects
Q:
is about acknowledging, understanding, and valuing differences and creating a work environment that recognizes, respects, and harnesses differences among team members for the benefits of accomplishing a shared goal.a. Diversityb. Team buildingc. Organizingd. Socialization
Q:
The purpose of team meetings is to discuss openly such questions as the following except:a. How are we working as a team?b. What barriers are impeding teamwork (such as procedures, resources, priorities, or communications)?c. What can we do to overcome these barriers and improve our teamwork?d. How is the project progressing?
Q:
The better team members get to know one another, thea. less is accomplished on the project.b. more team building is enhanced.c. more conflict the team experiences.d. more manipulative team members become because they know personal information.
Q:
Socialization among team members supportsa. team dissention.b. knowing too much about each other.c. team building.d. not getting work done because too much social time.
Q:
Team building is the responsibility ofa. both the project manager and the project team.b. the project manager.c. the project team.d. the organization's management.
Q:
The agenda contains the Closing comments to reinforce the expectations and the roles and allow team members to ask questions, make comments, and get to know each other.a. project kickoff meetingb. project progress meetingc. project status meetingd. project design meeting
Q:
The agenda contains the Expectations to express expectations of the project and the experiences expected for team development.a. project kickoff meetingb. project progress meetingc. project status meetingd. project design meeting
Q:
The agenda contains the Processes and procedures - describe the protocols and plans for the project.a. project kickoff meetingb. project progress meetingc. project status meetingd. project design meeting
Q:
The agenda contains the Roles and responsibilities to clarify the roles and responsibilities of the team members.a. project kickoff meetingb. project progress meetingc. project status meetingd. project design meeting
Q:
The agenda contains the Project overview to discuss the elements of the project charter.a. project kickoff meetingb. project progress meetingc. project status meetingd. project design meeting
Q:
The agenda contains the Welcome and introductions to provide opportunity for team members to get to know each other and the potential value and contributions to the project.a. project kickoff meetingb. project progress meetingc. project status meetingd. project design meeting
Q:
The sets the tone for the project.a. project kickoff meetingb. project progress meetingc. project status meetingd. project design meeting
Q:
The should be held as early as possible during the forming stage of team development.a. project kickoff meetingb. project progress meetingc. project status meetingd. project design meeting
Q:
The project manager should schedule a , also referred to as a project orientation meeting, with the project team.a. project kickoff meetingb. project progress meetingc. project status meetingd. project design meeting
Q:
In the stage of team development, the project manager acts as a mentor, supporting the professional growth and development of the people.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, the project manager concentrates on project performance with respect to the budget, schedule, scope, and plan.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, the project manager fully delegates responsibility and authority.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, the team feels fully empowered.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, members frequently collaborate and willingly help each other.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, communication is open.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, the level of work performance is high.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, the team is highly committed and eager to achieve the project objective.a. formingb. normingc. stormingd. performing
Q:
The fourth and final stage of team development and growth is the stage.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, work performance accelerates and productivity increases.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, the project manager minimizes directiveness and takes on a more supportive role.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, a feeling of camaraderie emerges.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, team members give and ask for feedback.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, trust begins to develop in this stage.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, cohesion begins to develop.a. formingb. normingc. stormingd. performing
Q:
In the phase of team development, control and decision making are transferred from the project manager to the project team.a. formingb. normingc. stormingd. performing
Q:
In the phase of team development, the project team has accepted its operating environment.a. formingb. normingc. stormingd. performing
Q:
In the phase of team development, interpersonal conflicts have been resolved.a. formingb. normingc. stormingd. performing
Q:
In the phase of team development, relationships have become settled.a. formingb. normingc. stormingd. performing
Q:
After struggling through the stage, the project team moves into the norming stage of development.a. formingb. normingc. stormingd. performing
Q:
The stage of team development is the time for the project manager to provide an understanding and supportive environment.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, the project manager should not become defensive or take issues personally.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, the project manager still needs to be directive, but less directive than in the forming stage.a. formingb. normingc. stormingd. performing
Q:
The stage is characterized by feelings of frustration, anger, and hostility.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, members express their individuality as opposed to team allegiance.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, motivation and morale are low in this stage.
a. forming
b. norming
c. storming
d. performing
Q:
In the stage of team development, conflict emerges and tension increases.a. formingb. normingc. stormingd. performing
Q:
In the stage of team development, team members now begin to test the limits and flexibility of the project manager and the ground rules.a. formingb. normingc. stormingd. performing
Q:
Effective project management requires a participative and consultative leadership style, in which the project manager provides guidance and coaching to the project team.
a. True
b. False
Q:
The project manager must create for the team a vision of the result and benefits of the project.
a. True
b. False
Q:
Project leadership involves criticizing the people assigned to the project to work as a team.
a. True
b. False
Q:
Leadership is getting things done through others; the project manager achieves results by not trusting the project team.
a. True
b. False
Q:
Effective project managers have strong leadership ability, ability to develop people, excellent communication skills, good interpersonal skills, ability to handle stress, problem-solving skills, negotiating skills, and time management skills.
a. True
b. False
Q:
The project manager is a key ingredient in the success of a project.
a. True
b. False
Q:
The project manager involves the project team in the functions of planning, organizing, and controlling the project to gain their commitment to successful completion of the project.
a. True
b. False
Q:
The project manager plays the leadership role in planning, organizing, and controlling the project, and tries to do it alone.
a. True
b. False
Q:
To control the project, the project manager must track actual progress and compare it with planned progress.
a. True
b. False
Q:
Finally, and most important, the task of organizing involves creating an environment in which the individuals may be motivated to work together as a project team.
a. True
b. False