Deck 3: Organization: Structure and Culture

Question 1

The matrix form of project management structure is a good choice when resource usage needs to be optimized by having individuals work on multiple projects while still performing functional duties.

Answer 1

True

Question 2

The functional project team is usually physically separated from the parent organization and given the primary directive of accomplishing the objectives of the project.

Answer 2

False

Question 3

In a balanced matrix form of project management, the project manager is responsible for defining what needs to be accomplished while the functional managers are concerned with how it will be accomplished.

Answer 3

True

Question 4

When determining the most appropriate project management structure, considerations need to be made at the organizational level and at the project level.

Question 5

When three forms of the matrix project management structure are considered, all share the same advantages and disadvantages and at an equal level.

Question 6

The projectized form of project management structure is a good choice when speed of completion is important and the project needs to be implemented without directly disrupting ongoing operations.

Question 7

Within a matrix project management structure, the extent to which the project manager has direct authority over project participants depends on whether the matrix is weak, balanced, or strong.

Question 8

One of the major disadvantages of the projectized form of project management structure is that it tends to be more expensive than other forms of organization.

Question 9

While organization culture is important to the overall function of an organization, it has minor influence on its project management.

Question 10

The projectized form of project management structure is commonly used when one functional area plays a dominant role in completing the project or has a dominant interest in the success of the project.

Question 11

A disadvantage of using the functional form of project management structure is that projects generally take longer to complete.

Question 12

One advantage of a matrix project management structure is that it is fast and easy to implement.

Question 13

There are often considerable differences in how projects are managed within certain firms, even when similar project management structures are being used.

Question 14

A matrix project management structure is a hybrid organizational form in which a horizontal project management structure is "overlaid" on the normal functional hierarchy.

Question 15

In the projectized form of project management structure, there is limited technological expertise when compared to the functional or matrix organization.

Question 16

As discussed in the text, the three forms of matrix project management are weak, mixed, and strong.

Question 17

The matrix form of project management is notable for the tension it creates between functional managers and project managers who both bring critical expertise and perspectives to the project.

Question 18

Member identity refers to the degree to which work activities are organized around groups rather than individuals.

Question 19

Generally, the more autonomy and authority the project manager and the project team need to be successful, the more appropriate to implement either a dedicated project team or a strong project management structure.

Question 20

Control is the cultural characteristic that refers to the degree to which management decisions take into account the effect of outcomes on people within the organization.

Question 21

At the project level, which of the following is a factor that should influence the choice of project management structure?

A) The size of the project
B) The novelty of the project
C) Budget and time constraints
D) The strategic importance of the project
E) All of these are factors that should influence the choice of project management structure

Question 22

A project team that operates with a full-time project manager as a separate unit from the rest of the organization is structured using ________ organization.

A) functional
B) balanced matrix
C) weak matrix
D) strong matrix
E) projectized

Question 23

The arrangement that manages projects within the existing organizational structure is __________ organization.

A) functional
B) balanced matrix
C) weak matrix
D) strong matrix
E) projectized

Question 24

Organizational culture refers to a system of shared norms, beliefs, values, and assumptions which bind people together.

Question 25

Organization structures have a connection to projects. Which of the following is NOT true of project management structures?

A) They provide a framework for launching and implementing projects.
B) They appropriately balance the needs of both the parent organization and the project.
C) In selecting a management structure, the culture of the organization is not a huge consideration.
D) The project itself should be considered when determining which structure is best.
E) They help determine who has most authority regarding managing the project.

Question 26

Which of the following combinations represents the extremes of project organization?

A) Strong matrix and balanced matrix
B) Functional and projectized
C) Projectized and balanced matrix
D) Projectized and strong matrix
E) Strong matrix and functional

Question 27

Unit integration is the cultural characteristic that refers to the degree to which units within the organization are encouraged to operate in a coordinated or independent manner.

Question 28

Which are the three different matrix systems discussed in the text?

A) Functional, Weak, Strong
B) Balanced, Functional, Projectized
C) Weak, Strong, Balanced
D) Neutral, Weak, Strong
E) Functional, Neutral, Projectized

Question 29

Which of the following is a disadvantage of a projectized organization?

A) It is expensive
B) Longer project duration
C) Poor integration
D) High complexity
E) Lack of focus on the project

Question 30

Which of the following is a disadvantage of a functional project management organization?

A) Lack of motivation of project team members
B) Longer project duration
C) Lack of focus on the project
D) Poor integration
E) All of these are disadvantages of functional project management organization

Question 31

Which of the following is NOT true regarding organizing projects within a matrix arrangement?

A) Its flexibility supports a strong project focus that helps alleviate stress among project team members.
B) It is designed to optimally utilize resources by having individuals work on multiple projects as well as being capable of performing normal functional duties.
C) There are usually two chains of command.
D) Provides a dual focus between functional / technical expertise and project requirements that is missing in either the project team or the functional approach.
E) It is a hybrid form of organization that combines characteristics of both dedicated project teams and functional organization.

Question 32

A project manager is considering how to structure a project team that will not directly disrupt ongoing operations. The project needs to be done quickly and a high level of motivation will be needed in order to do that. For this situation, the ______ organization would be the best choice.

A) functional
B) balanced matrix
C) weak matrix
D) strong matrix
E) projectized

Question 33

There are strong connections among project management structure, organizational culture, and project success.

Question 34

Which of the following is NOT a disadvantage of organizing projects within a matrix arrangement?

A) Dysfunctional conflict between functional managers and project managers.
B) Expensive.
C) Infighting.
D) Stressful.
E) Longer project duration.

Question 35

Which of the following is an advantage of a functional project management organization?

A) Maximum flexibility in the use of staff
B) Good integration across functional units
C) Shorter project duration
D) Strong motivation of project team members
E) Longer project duration

Question 36

A young professional man is working on a project involving the upgrading of a management information system. The project is being managed by the information systems department with the coordination of other departments occurring through normal channels. This professional is working in a _________ organization.

A) functional
B) balanced matrix
C) weak matrix
D) strong matrix
E) projectized

Question 37

All of the following are organizational considerations when determining the right project management structure EXCEPT

A) how important project management is to the success of the organization.
B) what percentage of core work involves projects.
C) resource availability.
D) assess current practices and determine any changes that are needed to more effectively manage projects.
E) budget constraints.

Question 38

Certain aspects of the culture of an organization support successful project management while other aspects deter or interfere with effective management.

Question 39

_________ organization is a hybrid form in which a horizontal project management structure is "overlaid" in the normal functional hierarchy.

A) Functional
B) Matrix
C) Project
D) Balanced
E) Neutral

Question 40

A technology firm has assigned a project manager for each of the five new-product teams. The managers, as well as the project team members, work on the projects on a full-time basis. The structure being used is ________ organization.

A) functional
B) balanced matrix
C) weak matrix
D) strong matrix
E) projectized

Question 41

Which of the following cultural characteristic relates to the degree to which rules, policies, and direct supervision are used to oversee and control employee behavior?

A) Member identity
B) Team Emphasis
C) Managerial focus
D) Unit integration
E) Control

Question 42

The approach to project management that uses the existing hierarchy of the organization to manage projects is ___________ organization and it uses no overlaid structure.

A) functional
B) projectized
C) dedicated project team
D) balanced matrix
E) weak matrix

Question 43

Which of the following cultural characteristics relates to the degree to which management focuses on outcomes rather than on techniques and processes used to achieve those outcomes?

A) Risk tolerance
B) Reward criteria
C) Conflict tolerance
D) Means versus end orientation
E) Open-systems focus

Question 44

Firms where projects are the dominant form of business and the entire organization is designed to support project teams are usually structured as a(n) _________ organization.

A) projectized
B) dedicated project team
C) weak matrix
D) strong matrix
E) functional

Question 45

All of the following are functions culture plays in an organization EXCEPT

A) it provides a sense of identity.
B) it helps legitimize the management system.
C) it replaces the need for a project selection process.
D) it helps create social order.
E) it clarifies and reinforces standards of behavior.

Question 46

Who is responsible for determining how tasks will be done in a weak matrix project management structure?

A) The functional manager
B) The project manager
C) Both the functional manager and the project manager are responsible
D) There is no rule established for who takes responsibility
E) This is negotiated

Question 47

No radical alteration in the design or operation of the parent organization is a major advantage of __________ organization.

A) projectized
B) dedicated project team
C) weak matrix
D) strong matrix
E) functional

Question 48

Which organization's culture is NOT a culture a project manager has to be able to operate in or interact with?

A) The culture of their parent organization
B) The culture of government and regulatory agencies
C) The culture of vendors and subcontractors
D) The culture of the project's customer or client
E) All of these are cultures a project manager has to be able to operate in or interact with

Question 49

Factors in identifying cultural characteristics include all the following EXCEPT

A) Norms.
B) Customs.
C) Values.
D) Attitude.
E) All of these are factors in identifying cultural characteristics.

Question 50

A high level of motivation and the tendency for projects to get done more quickly are benefits of using the ________ organizational approach to project management.

A) dedicated project team
B) weak matrix
C) strong matrix
D) functional
E) projectized

Question 51

From the list below, which is NOT a primary characteristic of organizational culture?

A) Control
B) Team emphasis
C) Profitability
D) Conflict tolerance
E) Risk tolerance

Question 52

Which structure would be most appropriate for developing a new, highly innovative product that has strict time constraints?

A) Functional organization
B) Balanced matrix
C) Dedicated project team
D) Strong matrix
E) Weak matrix

Question 53

Two of the major disadvantages of the ________ organizational approach are that projects may lack focus and it can take longer to complete projects.

A) projectized
B) strong matrix
C) functional
D) dedicated project team
E) weak matrix

Question 54

The personality of an organization is a simple explanation of ___________.

A) Organizational structure
B) Organizational culture
C) Organizational governance
D) Organizational identity
E) All of these

Question 55

How does someone learn more about an organization's culture?

A) Read about the organization
B) Interpret stories about the organization
C) Observe how people interact within the organization
D) Study the physical characteristics of the organization
E) All of these are examples of how someone can learn more about an organization's culture

Question 56

Which of the following cultural characteristics relates to the degree to which employees identify with the organization as a whole rather than with their type of job or field of professional expertise?

A) Member identity
B) Team emphasis
C) Managerial focus
D) Unit integration
E) Control

Question 57

High project costs and difficult post-project transition are two evident weaknesses of a(n) __________ organization.

A) dedicated project team
B) weak matrix
C) strong matrix
D) functional
E) projectized

Question 58

Which of the following cultural characteristics relates to the degree to which work activities are organized around groups rather than individuals?

A) Member identity
B) Team emphasis
C) Managerial focus
D) Unit integration
E) Control

Question 59

In which of the following is the balance of authority strongly in favor of the functional managers?

A) Weak matrix
B) Balanced matrix
C) Strong matrix
D) Matrix
E) Neutral matrix

Question 60

Which of the following cultural characteristics relates to the degree to which groups within the organization are encouraged to operate in a coordinated or independent manner?

A) Member identity
B) Team emphasis
C) Managerial focus
D) Unit integration
E) Control

Question 61

The ________ structure is designed to optimally utilize resources by having individuals work on multiple projects as well as being capable of performing normal functional duties.

A) matrix
B) unified
C) functional
D) projectized
E) dedicated project team

Question 62

Organization ________ refers to a system of shared norms, beliefs, values, and assumptions which bind people together, thereby creating shared meanings.

A) governance
B) personality
C) values
D) culture
E) mission

Question 63

The ________ matrix form of project organization is likely to enhance project integration, diminish internal power struggles, and ultimately improve control of project activities and costs.

A) weak
B) unified
C) strong
D) projectized
E) balanced

Question 64

High levels of stress and dysfunctional conflict are disadvantages of a(n) _________ organization.

A) matrix
B) unified
C) functional
D) projectized
E) dedicated project team

Question 65

Research suggests that there is a strong connection between project management structure, organizational ________, and project success.

A) governance
B) personality
C) culture
D) values
E) mission

Question 66

Growing pains can arise from implementing a matrix organization due to

A) influence from other organizations.
B) the long lead time of implementation.
C) cost and supply chain factors.
D) types of projects an organization is attempting to accomplish.
E) conflicts and tensions that arise.

Question 67

Which of the below is a not considered a strength for a matrix organization?

A) Strong project focus.
B) Flexibility.
C) Easier post-project transition.
D) Streamlined project selection.
E) Better resource sharing and utilization.

Question 68

________ project teams should be used for urgent projects in which the nature of the work requires people working steadily from beginning to end.

A) Weak
B) Dedicated
C) Strong
D) Projectized
E) Balanced

Question 69

The ________ matrix form of project organization is likely to improve technical quality as well as provide a better system for managing conflict across projects because the functional manager assigns personnel to different projects.

A) weak
B) unified
C) strong
D) projectized
E) balanced

Question 70

A matrix in which the balance of authority is strongly on the side of the project manager is described as __________.

A) weak
B) strong
C) functional
D) projectized
E) dedicated project team

Question 71

The cultural characteristic that refers to the degree to which employees are encouraged to be aggressive, innovative, and risk seeking is known as _____________.

A) open-systems focus
B) risk tolerance
C) means versus ends orientation
D) team emphasis
E) control

Question 72

The ________ matrix form of project organization can achieve better equilibrium between technical and project requirements, but it is a very delicate system to create and manage.

A) weak
B) unified
C) strong
D) projectized
E) balanced

Question 73

A matrix in which the balance of authority is strongly on the side of the functional manager is described as _________.

A) weak
B) unified
C) strong
D) projectized
E) balanced

Question 74

The cultural characteristic that refers to the degree to which employees are encouraged to air conflicts and criticisms openly is known as ___________.

A) open-systems focus
B) team emphasis
C) conflict tolerance
D) unit integration
E) reward criteria

Question 75

When most of the project work can be done within a specified department and any coordination with other departments can be done easily through normal management channels, ___________ organization is most appropriate.

A) functional
B) weak matrix
C) balanced matrix
D) strong matrix
E) projectized

Question 76

The cultural characteristic that refers to the degree to which the organization monitors and responds to changes in the external environment is known as ___________.

A) open-systems focus
B) team emphasis
C) conflict tolerance
D) unit integration
E) reward criteria

Question 77

The cultural characteristic that refers to the degree to which rewards such as promotion and salary increases are allocated according to employee performance rather than seniority, favoritism, or other nonperformance factors is known as _____________.

A) member identity
B) team emphasis
C) management focus
D) unit integration
E) reward criteria

Question 78

Conflict tolerance, risk tolerance, reward criteria and unit integration are all examples of cultural __________.

A) attributes
B) characteristics
C) dimensions
D) fundamentals
E) considerations

Question 79

In a(n) ________ system, there are usually two chains of command, one along functional lines and the other along project lines.

A) dedicated project team
B) matrix
C) unified
D) functional
E) projectized

Question 80

The more autonomy and authority the project manager and project team need to be successful, the more appropriate a dedicated project team or a(n) ________ matrix structure is to manage the project.

A) weak
B) dedicated
C) strong
D) projectized
E) balanced