Testbank chapter 3 organization structure and cultural

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Chapter 03

Organization: Structure and Culture

Multiple Choice Questions

C n selecting a &anage&ent structure the culture o) the

C n selecting a &anage&ent structure the culture o) the organization is not a organization is not a hugehugeconsideration

" ,he pro-ect itsel) should be considered *hen deter&ining *hich structure is best

B Balanced Balanced &atrix&atrix

C (ea# (ea# &atrix&atrix

" Strong Strong &atrix&atrix

3-1 Copyright © 2014 McGraw-Hill Education All rights rsr!d "o rproduction or distri#ution without th prior writtn consnt Copyright © 2014 McGraw-Hill Education All rights rsr!d "o rproduction or distri#ution without th prior writtn consnt o$ o$

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A %axi&u& %axi&u& exibilitexibility y in in the the use use o) o) sta; sta;

B <ood <ood integration integration across across )unctional )unctional unitsunits

C Shorter Shorter pro-ect pro-ect durationduration

" Strong Strong &oti/ation &oti/ation o) o) pro-ect pro-ect tea& tea& &e&bers&e&bers

$ 5onger 5onger pro-ect pro-ect durationduration

=

= (hic(hich o) the )olloh o) the )ollo*ing is a di*ing is a disad/asad/antage o) )untage o) )unctinctional pronal pro-eco-ect &anaget &anage&ent&ent

organization

A 5ac# 5ac# o) o) &oti/ation &oti/ation o) o) pro-ect pro-ect tea& tea& &e&bers&e&bers

B 5onger 5onger pro-ect pro-ect durationduration

C 5ac# 5ac# o) o) )ocus )ocus on on the the pro-ectpro-ect

" Poor Poor integrationintegration

C Poor Poor integratiintegrationon

" igh igh co&plexityco&plexity

$ 5ac# 5ac# o) o) )ocus )ocus on on the the pro-ectpro-ect

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A %axi&u& %axi&u& exibilitexibility y in in the the use use o) o) sta; sta;

B <ood <ood integration integration across across )unctional )unctional unitsunits

C Shorter Shorter pro-ect pro-ect durationduration

" Strong Strong &oti/ation &oti/ation o) o) pro-ect pro-ect tea& tea& &e&bers&e&bers

$ 5onger 5onger pro-ect pro-ect durationduration

=

= (hic(hich o) the )olloh o) the )ollo*ing is a di*ing is a disad/asad/antage o) )untage o) )unctinctional pronal pro-eco-ect &anaget &anage&ent&ent

organization

A 5ac# 5ac# o) o) &oti/ation &oti/ation o) o) pro-ect pro-ect tea& tea& &e&bers&e&bers

C 5ac# 5ac# o) o) )ocus )ocus on on the the pro-ectpro-ect

" Poor Poor integrationintegration

C Poor Poor integratiintegrationon

" igh igh co&plexityco&plexity

$ 5ac# 5ac# o) o) )ocus )ocus on on the the pro-ectpro-ect

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10 (hich o) the )ollo*ing co&binations represe(hich o) the )ollo*ing co&binations represents the extre&es o) pro-ect organizatnts the extre&es o) pro-ect organizationion

A Strong Strong &atrix &atrix and and balanced balanced &atrix&atrix

B 8unctional 8unctional and and pro-ectizedpro-ectized

C Pro-ectized Pro-ectized and and balanced balanced &atrix&atrix

" Pro-ecPro-ectized tized and and strong strong &atrix&atrix

$ Strong Strong &atrix &atrix and and )unctional)unctional

11

11 %egaCo&puters nc. has assi%egaCo&puters nc. has assigned a pro-ect &anager )or each o) the 4/e ne*@prgned a pro-ect &anager )or each o) the 4/e ne*@productoducttea&s ,he &anagers as *ell as the pro-ect tea& &e&bers *or# on the pro-ects on

a )ull@ti&e basis ,he

a )ull@ti&e basis ,he structurstructure being used e being used is 77777777 organization.is 77777777 organization

1'

1' All o) the )ollo*ing are organizational considerations *hen deterAll o) the )ollo*ing are organizational considerations *hen deter&ining the right&ining the right

pro-ect &anage&ent structure $2C$P,

A

A o* i&portant pro* i&portant pro-ect &anage&ent is to the suo-ect &anage&ent is to the success o) the organiccess o) the organizationzation

B (hat (hat percentage percentage o) o) core core *or# *or# in/ol/es in/ol/es pro-ectspro-ects

C !esource !esource a/ailabia/ailabilitylity

" Assess current practices and deter&ine any changes that are needed to &ore

e;ecti/ely &anage pro-ects

$ Budget Budget constraintsconstraints

13

13 $lizabeth is considering ho* to structure a pro-ect tea& that *ill not directly disrupt$lizabeth is considering ho* to structure a pro-ect tea& that *ill not directly disruptongoing operations ,he pro-ect needs to be done uic#ly and a

ongoing operations ,he pro-ect needs to be done uic#ly and a high le/el o)high le/el o)

&oti/ation *ill be needed in order to do that

&oti/ation *ill be needed in order to do that 8or this situation the 7777778or this situation the 777777

organization *ould be the best choice

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16 At the pro-ect le/At the pro-ect le/el *hich o) the )ollo*ing is a )actor that should inuence the choiceel *hich o) the )ollo*ing is a )actor that should inuence the choiceo) pro-ect &anage&ent

o) pro-ect &anage&ent structurstructuree

A ,he ,he size size o) o) the the pro-ectpro-ect

B ,he ,he no/elty no/elty o) o) the the pro-ectpro-ect

C Budget Budget and and ti&e ti&e constraintsconstraints

" ,he ,he strategic strategic i&portance i&portance o) o) the the pro-ectpro-ect

$ All

$ All o) these are )actors that should inuence the choice o) o) these are )actors that should inuence the choice o) pro-ect &anage&entpro-ect &anage&entstructure

19

19 (hich are the thre(hich are the three di;erent &atrix syste di;erent &atrix syste&s discussed in the texte&s discussed in the text

A 8unctional 8unctional (ea# (ea# StrongStrong

B Balanced Balanced 8unctional 8unctional Pro-ectizedPro-ectized

C (ea# (ea# Strong Strong BalancedBalanced

" +eutral +eutral (ea# (ea# StrongStrong

$ 8unctional 8unctional +eutral +eutral Pro-ectizedPro-ectized

B t is designed to opti&ally utilize resources by ha/ing indi/iduals *or# on

B t is designed to opti&ally utilize resources by ha/ing indi/iduals *or# on &ultiple&ultiplepro-ects as *ell as being

pro-ects as *ell as being capable o) per)or&ing nor&al )unctional dutiescapable o) per)or&ing nor&al )unctional duties

C ,here ,here are are usually usually t*o t*o chains chains o) o) co&&andco&&and

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1> n *hich o) the )ollo*ing is the balance o) authority strongly in )a/or o) the )unctionaln *hich o) the )ollo*ing is the balance o) authority strongly in )a/or o) the )unctional

&anagers

A (ea# &atrix(ea# &atrix

C Strong Strong &atrix&atrix

$ +eutral &atrix+eutral &atrix

1?

1? All o) the )ollo*ing are )unctions culAll o) the )ollo*ing are )unctions culture plays in an organization $2ture plays in an organization $2C$P,C$P,

A t t pro/ides pro/ides a a sense sense o) o) identity.identity

B t t helps helps legiti&ize legiti&ize the the &anage&ent &anage&ent syste&.syste&

C

C t t replaces replaces the the need need )or )or a a pro-ect pro-ect selection prselection process.ocess

" t t helps helps create create social social orderorder

$ t t clari4es clari4es and and rein)orces rein)orces standards standards o) o) beha/ior.beha/ior

'0

'0 o* does so&eone learn &oro* does so&eone learn &ore about an organizationDs culturee about an organizationDs culture

A !ead !ead about about the the organizatiorganizationon

B nterpret nterpret stories stories about about the the organizationorganization

B ,he ,he culture culture o) o) go/ern&ent go/ern&ent and and regulatory regulatory agenciesagencies

C ,he ,he culture culture o) o) /endors /endors and and subcontractorssubcontractors

" ,he ,he culture culture o) o) the the pro-ectDs pro-ectDs custo&er custo&er or or clientclient

A 8unctional 8unctional organizatorganizationion

C "edicated "edicated pro-ect pro-ect tea&tea&

$ (ea# &atrix(ea# &atrix

3-%

Copyright © 2014 McGraw-Hill Education All rights rsr!d "o rproduction or distri#ution without th prior writtn consnt Copyright © 2014 McGraw-Hill Education All rights rsr!d "o rproduction or distri#ution without th prior writtn consnt o$ o$

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'3 8ro& the list belo* *hich is +O, a pri&ary characteristic o) organizational culture

$ All o) these are )actors in identi)ying cultural characteristics

'9 (ho is responsible )or deter&ining ho* tas#s *ill be done in a *ea# &atrix pro-ect

&anage&ent structure

A ,he )unctional &anager

B ,he pro-ect &anager

C Both the )unctional &anager and the pro-ect &anager are responsible

" ,here is no rule established )or *ho ta#es responsibility

' (hich o) the )ollo*ing cultural characteristics relates to the degree to *hich

e&ployees identi)y *ith the organization as a *hole rather than *ith their type o) -ob

or 4eld o) pro)essional expertise

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'> (hich o) the )ollo*ing cultural characteristic relates to the degree to *hich rulespolicies and direct super/ision are used to o/ersee and control e&ployee beha/ior

'? (hich o) the )ollo*ing cultural characteristics relates to the degree to *hich groups

*ithin the organization are encouraged to operate in a coordinated or independent

30 (hich o) the )ollo*ing cultural characteristics relates to the degree to *hich

&anage&ent )ocuses on outco&es rather than on techniues and processes used toachie/e those outco&es

Fill in the Blank Questions

31 ,he personality o) an organization is a si&ple explanation o) 77777777777

7777777777777777777777777777777777777777

3' ,he approach to pro-ect &anage&ent that uses the existing hierarchy o) the

organization to &anage pro-ects is 77777777777 organization

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36 ,*o o) the &a-or disad/antages o) the 77777777 organizational approach are thatpro-ects &ay lac# )ocus and it can ta#e longer to co&plete pro-ects.

3> n aGnH 77777777 syste& there are usually t*o chains o) co&&and one along

)unctional lines and the other along pro-ect lines

7777777777777777777777777777777777777777

3? ,he 77777777 structure is designed to opti&ally utilize resources by ha/ing indi/iduals

*or# on &ultiple pro-ects as *ell as being capable o) per)or&ing nor&al )unctionalduties

63 ,he 77777777 &atrix )or& o) pro-ect organization is li#ely to enhance pro-ect

integration di&inish internal po*er struggles and ulti&ately i&pro/e control o)pro-ect acti/ities and costs

7777777777777777777777777777777777777777

3-(

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66 ,he 77777777 &atrix )or& o) pro-ect organization is li#ely to i&pro/e technical uality

as *ell as pro/ide a better syste& )or &anaging conict across pro-ects because the)unctional &anager assigns personnel to di;erent pro-ects

7777777777777777777777777777777777777777

69 ,he 77777777 &atrix )or& o) pro-ect organization can achie/e better euilibriu&

bet*een technical and pro-ect reuire&ents but it is a /ery delicate syste& to createand &anage

7777777777777777777777777777777777777777

6 77777777 pro-ect tea&s should be used )or urgent pro-ects in *hich the nature o) the

*or# reuires people *or#ing steadily )ro& beginning to end

6? Organization 77777777 re)ers to a syste& o) shared nor&s belie)s /alues and

assu&ptions *hich bind people together thereby creating shared &eanings

7777777777777777777777777777777777777777

90 ,he &ore autono&y and authority the pro-ect &anager and pro-ect tea& need to besuccess)ul the &ore appropriate a dedicated pro-ect tea& or aGnH 77777777 &atrixstructure is to &anage the pro-ect

7777777777777777777777777777777777777777

91 (hen &ost o) the pro-ect *or# can be done *ithin a speci4ed depart&ent and anycoordination *ith other depart&ents can be done easily through nor&al &anage&entchannels 77777777777 organization is &ost appropriate

7777777777777777777777777777777777777777

9' ,he cultural characteristic that re)ers to the degree to *hich re*ards such as

pro&otion and salary increases are allocated according to e&ployee per)or&ancerather than seniority )a/oritis& or other nonper)or&ance )actors is #no*n as

7777777777777

7777777777777777777777777777777777777777

93 ,he cultural characteristic that re)ers to the degree to *hich e&ployees are

encouraged to air conicts and criticis&s openly is #no*n as 77777777777

7777777777777777777777777777777777777777

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96 ,he cultural characteristic that re)ers to the degree to *hich the organization

&onitors and responds to changes in the external en/iron&ent is #no*n as

77777777777

7777777777777777777777777777777777777777

99 ,he cultural characteristic that re)ers to the degree to *hich e&ployees are

encouraged to be aggressi/e inno/ati/e and ris# see#ing is #no*n as 7777777777777

7777777777777777777777777777777777777777

True / False Questions

9 (hile organization culture is i&portant to the o/erall )unction o) an organization ithas &inor inuence on its pro-ect &anage&ent

,rue 8alse

9? ,he &atrix )or& o) pro-ect &anage&ent structure is a good choice *hen resourceusage needs to be opti&ized by ha/ing indi/iduals *or# on &ultiple pro-ects *hile stillper)or&ing )unctional duties

,rue 8alse

0 A disad/antage o) using the )unctional )or& o) pro-ect &anage&ent structure is thatpro-ects generally ta#e longer to co&plete

,rue 8alse

1 ,he )unctional pro-ect tea& is usually physically separated )ro& the parent

organization and gi/en the pri&ary directi/e o) acco&plishing the ob-ecti/es o) thepro-ect

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3 ,he pro-ectized )or& o) pro-ect &anage&ent structure is a good choice *hen speed o) co&pletion is i&portant and the pro-ect needs to be i&ple&ented *ithout directlydisrupting ongoing operations.

,rue 8alse

6 One o) the &a-or disad/antages o) the pro-ectized )or& o) pro-ect &anage&ent

structure is that it tends to be &ore expensi/e than other )or&s o) organization

> (hen deter&ining the &ost appropriate pro-ect &anage&ent structure

considerations need to be &ade at the organizational le/el and at the pro-ect le/el. ,rue 8alse

? <enerally the &ore autono&y and authority the pro-ect &anager and the pro-ecttea& need to be success)ul the &ore appropriate to i&ple&ent either a dedicatedpro-ect tea& or a strong pro-ect &anage&ent structure

,rue 8alse

=0 As discussed in the text the three )or&s o) &atrix pro-ect &anage&ent are *ea#

&ixed and strong

,rue 8alse

=1 (ithin a &atrix pro-ect &anage&ent structure the extent to *hich the pro-ect

&anager has direct authority o/er pro-ect participants depends on *hether the &atrix

is *ea# balanced or strong

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=3 ,he &atrix )or& o) pro-ect &anage&ent is notable )or the tension it creates bet*een)unctional &anagers and pro-ect &anagers *ho both bring critical expertise andperspecti/es to the pro-ect.

= Organizational culture re)ers to a syste& o) shared nor&s belie)s /alues and

assu&ptions *hich bind people together

,rue 8alse

== Fnit integration is the cultural characteristic that re)ers to the degree to *hich units

*ithin the organization are encouraged to operate in a coordinated or independent

=? Certain aspects o) the culture o) an organization support success)ul pro-ect

&anage&ent *hile other aspects deter or inter)ere *ith e;ecti/e &anage&ent. ,rue 8alse

Short Answer Questions

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>0 ,here are o)ten considerable di;erences in ho* pro-ects are &anaged *ithin certain4r&s e/en i) the sa&e pro-ect &anage&ent structure is being used $xplain.

>1 (hat is &ore i&portant )or pro-ect success the )or&al pro-ect &anage&ent structure

or the culture o) the parent organization

>' denti)y and briey describe at least t*o ad/antages and t*o disad/antages o)

organizing pro-ects *ithin the )unctional organization

>3 denti)y and briey describe at least t*o ad/antages and t*o disad/antages o)

organizing pro-ect tea&s as dedicated pro-ect tea&s

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>6 denti)y and briey describe at least t*o ad/antages and t*o disad/antages o)organizing pro-ect tea&s using the &atrix &anage&ent approach.

>9 denti)y and briey describe the three )or&s o) organizing pro-ects using the &atrix

&anage&ent approach

> Co&pare and contrast the ad/antages and disad/antage o) a *ea# pro-ect

&anage&ent structure and a strong pro-ect &anage&ent structure

>= denti)y and briey describe three o) the 10 pri&ary characteristics o) organizationculture

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>> Culture per)or&s se/eral i&portant )unctions in organizations Clari)ying and

rein)orcing standards o) beha/ior is one o) these $xplain and pro/ide an exa&ple

>? "escribe the di;erence bet*een a strong or thic# culture and a thin or *ea#culture

?0 Briey describe t*o *ays to diagnose the culture o) an organization and gi/e anexa&ple o) each

3-1%

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Chapter 03 Organization: Structure and Culture Ans*er Jey

Multiple Choice Questions

1 Organizational culture is best explained as organizational

Level o% &i'c$lty: ( )asy

' (hich o) the )ollo*ing is +O, true o) pro-ect &anage&ent structures

A ,hey pro/ide a )ra&e*or# )or launching and i&ple&enting pro-ects

B ,hey appropriately balance the needs o) both the parent organization and thepro-ect

C. n selecting a &anage&ent structure the culture o) the organization is not ahuge consideration

" ,he pro-ect itsel) should be considered *hen deter&ining *hich structure is

best

$ ,hey help deter&ine *ho has &ost authority in regard to &anaging the pro-ect

(hen deter&ining *hich pro-ect &anage&ent structure is &ost appropriate

organizational culture should be considered ,here are o)ten large di;erences inho* pro-ects are &anaged *ithin certain 4r&s e/en *ith si&ilar structures

!esearchers attribute this to organizational culture

AACSB: Refective Thinking Accessibility: Keyboard Navigation

Blooms: *nderstand Learning b!ective: "ro!ect #anagement Str$ct$re

Level o% &i'c$lty: + ,ard

3-1&

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3 All o) the )ollo*ing are disad/antages o) organizing pro-ects *ithin a &atrix

"ys)unctional conict in4ghting stress)ul situations and longer pro-ect durationare all disad/antages o) organizing pro-ects *ithin a &atrix arrange&ent igh cost

is a disad/antage o) dedicated pro-ect tea&s

Level o% &i'c$lty: - #edi$m

6 ,he structure that &anages pro-ects *ithin the existing organizational structure is

)unctional units *ith each unit responsible )or co&pleting its seg&ent o) the

pro-ect

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9 Bill is *or#ing on a pro-ect in/ol/ing the upgrading o) a &anage&ent in)or&ation

syste& ,he pro-ect is being &anaged by the in)or&ation syste&s depart&ent *iththe coordination o) other depart&ents occurring through nor&al channels e is

to the respecti/e )unctional units *ith each unit responsible )or co&pleting its

seg&ent o) the pro-ect

 (hich o) the )ollo*ing is an ad/antage o) a )unctional pro-ect &anage&ent

organization

A. %axi&u& exibility in the use o) sta;

B <ood integration across )unctional units

" Strong &oti/ation o) pro-ect tea& &e&bers

,here is &axi&u& exibility in the use o) sta; Appropriate specialists in di;erent)unctional units can te&porarily be assigned to *or# on the pro-ect and then return

to their nor&al *or#

3-1(

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= (hich o) the )ollo*ing is a disad/antage o) )unctional pro-ect &anage&ent

organization

A 5ac# o) &oti/ation o) pro-ect tea& &e&bers

C 5ac# o) )ocus on the pro-ect

E. All o) these are disad/antages o) )unctional pro-ect &anage&ent organization

"isad/antages o) )unctional pro-ect &anage&ent organization are lac# o) )ocus onthe pro-ect poor integration across )unctional units longer pro-ect duration due toslo* response ti&e and lac# o) o*nership

> (hich o) the )ollo*ing is a disad/antage o) a pro-ectized organization

" igh co&plexity

$ 5ac# o) )ocus on the pro-ect

"isad/antages o) organizing pro-ects as dedicated pro-ect tea&s are that it is

expensi/e internal stri)e can occur li&ited technological expertise and diIcultpost@pro-ect transition

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? A pro-ect tea& that operates *ith a )ull@ti&e pro-ect &anager as a separate unit

)ro& the rest o) the organization is structured using 77777777 organization

10 (hich o) the )ollo*ing co&binations represents the extre&es o) pro-ect

organization

A Strong &atrix and balanced &atrix

B. 8unctional and pro-ectized

C Pro-ectized and balanced &atrix

" Pro-ectized and strong &atrix

$ Strong &atrix and )unctional

,he )unctional organization is also co&&only used *hen gi/en the nature o) thepro-ect one )unctional area plays a do&inant role in co&pleting the pro-ect or has

a do&inant interest in the success o) the pro-ect At the other end o) the structuralspectru& is the creation o) dedicated pro-ect tea&s ,hese tea&s operate as

separate units )ro& the rest o) the parent organization

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11 %egaCo&puters nc. has assigned a pro-ect &anager )or each o) the 4/e ne*@

product tea&s ,he &anagers as *ell as the pro-ect tea& &e&bers *or# on thepro-ects on a )ull@ti&e basis ,he structure being used is 77777777 organization

1' All o) the )ollo*ing are organizational considerations *hen deter&ining the right

pro-ect &anage&ent structure $2C$P,

A o* i&portant pro-ect &anage&ent is to the success o) the organization

B (hat percentage o) core *or# in/ol/es pro-ects

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13 $lizabeth is considering ho* to structure a pro-ect tea& that *ill not directly disrupt

ongoing operations ,he pro-ect needs to be done uic#ly and a high le/el o)

&oti/ation *ill be needed in order to do that 8or this situation the 777777

organization *ould be the best choice

n &any cases the pro-ect tea& approach is the opti&u& ap proach )or co&pleting

a pro-ect *hen you /ie* it solely )ro& the standpoint o) *hat is best )or co&pletingthe pro-ect

16 At the pro-ect le/el *hich o) the )ollo*ing is a )actor that should inuence the

choice o) pro-ect &anage&ent structure

C Budget and ti&e constraints

" ,he strategic i&portance o) the pro-ect

E. All o) these are )actors that should inuence the choice o) pro-ect &anage&entstructure

At the pro-ect le/el se/en )actors should inuence the choice o) pro-ect

&anage&ent structure ,hey are the size o) the pro-ect the strategic i&portancethe no/elty and need )or inno/ation the need )or integration the en/iron&entalco&plexity or the nu&ber o) external inter)aces budget and ti&e constraints andthe stability o) resource reuire&ents

Blooms: *nderstand Learning b!ective: hat is the Right "ro!ect #anagement Str$ct$re/

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19 (hich are the three di;erent &atrix syste&s discussed in the text

B Balanced 8unctional Pro-ectized

" +eutral (ea# Strong

$ 8unctional +eutral Pro-ectized

n practice there are really di;erent #inds o) syste&s depending on the relati/eauthority o) the pro-ect and )unctional &anagers ,he text discusses the *ea#

&atrix the balanced &atrix and the strong &atrix

Blooms: Remember Learning b!ective: "ro!ect #anagement Str$ct$re

1 777777777 organization is a hybrid )or& in *hich a horizontal pro-ect &anage&ent

structure is o/erlaid in the nor&al )unctional hierarchy

%atrix &anage&ent is a hybrid organizational )or& in *hich a horizontal pro-ect

&anage&ent structure is o/erlaid on the nor&al )unctional hierarchy

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1= (hich o) the )ollo*ing is +O, true regarding organizing pro-ects *ithin a &atrix

arrange&ent

A. ts exibility supports a strong pro-ect )ocus that helps alle/iate stress a&ongpro-ect tea& &e&bers

B t is designed to opti&ally utilize resources by ha/ing indi/iduals *or# on

&ultiple pro-ects as *ell as being capable o) per)or&ing nor&al )unctional duties

C ,here are usually t*o chains o) co&&and

" Pro/ides a dual )ocus bet*een )unctionaltechnical expertise and pro-ect

reuire&ents that is &issing in either the pro-ect tea& or the )unctional

approach

$ t is a hybrid )or& o) organization that co&bines characteristics o) both

dedicated pro-ect tea&s and )unctional organization

t is true that a &atrix arrange&ent supports a stronger pro-ect )ocusK ho*e/erthis arrange&ent is also /ery stress)ul )or tea& &e&bers due to the )act that theyare reporting to t*o &anagers

1> n *hich o) the )ollo*ing is the balance o) authority strongly in )a/or o) the

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