Question 1

The belief that organizations can sometimes gain tremendous benefit from creating a fully dedicated project organization is captured by the term:
A)Heavyweight project organization.
B)Matrix organization.
C)Benevolent society.
D)Leveraged benefits.

Accepted Answer

The term that captures the belief that organizations can sometimes gain tremendous benefit from creating a fully dedicated project organization is "Heavyweight project organization" as it involves creating a dedicated organization specifically for the project, with a project manager having full authority and control over resources and decision-making. This approach is most suitable for large, complex projects that require a substantial amount of resources and specialized expertise.

Question 2

The tendency of employees in a functionally organized company to become fixated on their own concerns and work assignments to the exclusion of the needs of other departments is known as:
A)Layering.
B)Myopia.
C)Nepotism.
D)Siloing.

Accepted Answer

Siloing refers to the phenomenon of departmentalizing and separating different functions within a company, resulting in limited communication and collaboration between departments. This can lead to employees becoming too focused on their own tasks and goals, and losing sight of the bigger picture and the needs of other departments.

Question 3

Policies and procedures are examples of an organization's external environment.

Accepted Answer

Policies and procedures are internal to an organization and therefore not part of its external environment. The external environment includes factors such as economic conditions, market competition, government regulations, and societal trends.

Question 4

A matrix organization for project management has a distinct advantage because:
A)Dual hierarchies mean two bosses.
B)A significant amount of time is spent negotiating the sharing of critical resources.
C)Workers must reconcile competing project and functional demands.
D)Project importance is enhanced by setting authority equal to that of functional departments.

Accepted Answer

In a matrix organization, project importance is enhanced by giving equal authority to both project and functional departments. This allows for better coordination and integration of resources, resulting in improved project success. Additionally, dual hierarchies and negotiating for resources can cause confusion and delays, while reconciling competing demands helps to improve decision-making processes. Therefore, option D is the best choice.

Question 5

The Larson and Gobeli study that compared projects that had been managed in a variety of structural types revealed that both new product development and construction projects tended to be LEAST effectively executed when the organizational structure was a:
A)Project matrix.
B)Project organization.
C)Balanced matrix.
D)Functional organization.

Accepted Answer

The question asks for the organizational structure that resulted in the least effective execution of both new product development and construction projects. The Larson and Gobeli study found that these projects were least effective when managed within a functional organization, which is a traditional hierarchical structure where employees are grouped by functional areas (such as marketing, finance, and engineering) and report to their functional managers. Therefore, the correct answer is D) Functional organization.

Question 6

Companies that are structured by grouping people performing similar activities into departments are:
A)Project organizations.
B)Functional organizations.
C)Matrix organizations.
D)Departmental organizations.

Accepted Answer

A functional organization is structured by grouping people who perform similar activities or share a common skill or expertise into departments such as sales, marketing, finance, and operations. Each department is headed by a manager who is responsible for the department's performance and outcomes. This type of organizational structure is commonly found in larger organizations that have a stable, ongoing business operation.

Question 7

John Drone toils endlessly at Hurts Corporation on his routine assignment and also on a number of project teams.His annual evaluation features input from his line manager and each of the project managers,all of whom have equal say in how his 12-hour work day is partitioned.John Drone is employed by a:
A)Functional organization.
B)Project organization.
C)Cross-functional organization.
D)Matrix organization.

Accepted Answer

John Drone's situation is described as working on both routine assignments and project teams, with input from multiple managers, which is characteristic of a matrix organization. In a matrix organization, employees report to both functional managers (line managers) and project managers, resulting in a dual authority structure.

Question 8

Staffing fluctuations associated with project completion and initiation are most likely to occur in organizations that are:
A)Functionally structured.
B)Project structured.
C)Matrix structured.
D)Process structured.

Accepted Answer

Project-structured organizations are specifically designed to operate based on projects, meaning they frequently assemble and disband teams as projects begin and end, leading to staffing fluctuations associated with these changes.

Question 9

A major player in the software industry stumbles from one new edition of its operating system and office automation package to another.As soon as one package is released,the programmers and developers have two weeks to latch onto a different team that is updating a different package.Failure to find another team to work for means an end to their employment.This organizational structure is BEST classified as a:
A)Functional organization.
B)Matrix organization
C)Project organization.
D)Flexible organization.

Accepted Answer

This scenario describes a Project organization, where teams are formed for specific projects (in this case, updates of software packages), and employment is contingent on the continuous movement from one project to another.

Question 10

The manager of the Super Burrito Project is in the midst of an important project team meeting but Fred Fromage,the representative from the Cheese department,is nowhere to be found.After a brief investigation it is determined that Fred's manager in the Cheese department has other plans for Fred's time and efforts over the next several days and he simply won't be available for Super Burrito Project work.The organizational structure being used here is unquestionably a:
A)Strong matrix.
B)Weak matrix.
C)Project organization.
D)Chevre organization.

Accepted Answer

The scenario describes a situation where a team member is being pulled away from the project by their functional department manager, indicating a weak matrix structure where project managers have little authority over functional department managers. The other options of strong matrix and project organization do not fit as they would typically have more control over team member allocation, and "Chevre organization" is not a recognized term in organizational structures.

Question 11

The Larson and Gobeli study that compared projects that had been managed in a variety of structural types revealed that new product development projects tended to be MOST effectively executed when the organizational structure was a:
A)Project matrix.
B)Project organization.
C)Balanced matrix.
D)Functional matrix.

Accepted Answer

The Larson and Gobeli study found that new product development projects were most effectively executed in a project organization structure, which allows for greater focus and resources dedicated to the project.

Question 12

A project structure for an organization is a peach when you consider how well it:
A)Creates legions of project management experts.
B)Maintains a pooled supply of intellectual capital.
C)Assuages the fear of unemployment by project team members once the project has ended.
D)Fosters loyalty to the overall organization by project team members.

Accepted Answer

The answer of A project structure for an organization is...

Question 13

A functional organization structure is a weakness for project management because:
A)In-depth knowledge and intellectual capital development are enabled.
B)No disruption or changes to a firm's design are necessitated by projects developed within this structure.
C)Priorities among functional departments may be different and competing.
D)Standard career paths are enabled so team members only perform their duties as needed.

Accepted Answer

In a functional organization structure, departments have their own priorities and may be competing with each other. This makes it difficult to prioritize project goals and can lead to conflicts between departments. Therefore, a functional organization structure is a weakness for project management.

Question 14

A dual hierarchy is the salient feature of a:
A)Project structure.
B)Matrix structure.
C)Functional structure.
D)Bi-modal structure.

Accepted Answer

A matrix structure is characterized by a dual hierarchy, with employees reporting to both functional managers and project managers. This allows for functional expertise and project-specific knowledge to be combined, increasing efficiency and flexibility in completing projects. In contrast, a functional structure is organized by departments based on functions, a project structure is organized by projects, and a bi-modal structure combines different modes of operation.

Question 15

The functional structure is well-suited when:
A)There are low levels of external uncertainty.
B)There is high instability in the environment.
C)Project coordination is assigned to the lowest levels in an organization.
D)There must be rapid response to external opportunities and threats.

Accepted Answer

The functional structure is well-suited when there are low levels of external uncertainty. This is because the functional structure is based on a clear division of labor and specialization, allowing for efficient and effective operations within a stable environment. In contrast, high levels of external uncertainty would require a more flexible and adaptable organizational structure, such as the matrix structure, to ensure rapid response to external opportunities and threats. Therefore, options B and D are incorrect. Option C is not necessarily true, as project coordination can be assigned to different levels depending on the specific organizational structure and context.

Question 16

The project manager controls most of the project activities and functions,including the assignment and control of project resources in the:
A)Strong matrix.
B)Weak matrix.
C)Dual matrix.
D)Primal matrix.

Accepted Answer

In a strong matrix organization, the project manager has the most authority and controls most of the project activities and functions, including the assignment and control of project resources. The project manager is given a lot of power and autonomy to get the project done, and the functional manager's role is limited to providing resources and support. Therefore, the best choice for the answer is A) Strong matrix.

Question 17

All major decisions and authority are under the control of the project manager in a:
A)Matrix structure.
B)Functional structure.
C)Project structure.
D)Process structure.

Accepted Answer

In a project structure, all decisions and authority are centralized under the project manager who is responsible for achieving project objectives. The project manager has control over the project budget, resources, timelines, and scope. This structure is ideal for projects with clear objectives, specific timelines, and defined budgets. Matrix structure, functional structure, and process structure do not give complete autonomy to the project manager and involve shared responsibilities across various departments or functional areas.

Question 18

The Larson and Gobeli study that compared projects that had been managed in a variety of structural types revealed that construction projects tended to be MOST effectively executed when the organizational structure was a:
A)Project organization.
B)Balanced matrix.
C)Project matrix.
D)Functional matrix.

Accepted Answer

The answer of The Larson and Gobeli study that compared...

Question 19

In general,the poorest organizational structure when it comes to managing projects is probably the:
A)Matrix structure.
B)Functional structure.
C)Project structure.
D)Process structure.

Accepted Answer

In a functional structure, employees are grouped according to their specific skills and expertise, resulting in limited cross-functional communication and collaboration. This makes it difficult to manage projects as there are competing priorities and lack of accountability for project outcomes. On the other hand, a matrix, project, or process structure allows for a more integrated approach to managing projects, with clear project goals, roles, and responsibilities. However, among the given options, the functional structure is the poorest organizational structure when it comes to managing projects.

Question 20

A major weakness of a matrix organizational structure for project management occurs when:
A)The environment is dynamic.
B)Resources are scarce and shared between functional responsibilities and the competing project.
C)The number of human resource coordination meetings is considered.
D)One considers the dual importance of project management and functional efficiency.

Accepted Answer

The answer of A major weakness of a matrix organizational...

Quiz 2: The Organizational Context: Strategy, Structure, and Culture

The belief that organizations can sometimes gain tremendous benefit from creating a fully dedicated project organization is captured by the term:

The tendency of employees in a functionally organized company to become fixated on their own concerns and work assignments to the exclusion of the needs of other departments is known as:

Policies and procedures are examples of an organization's external environment.

A matrix organization for project management has a distinct advantage because:

The Larson and Gobeli study that compared projects that had been managed in a variety of structural types revealed that both new product development and construction projects tended to be LEAST effectively executed when the organizational structure was a:

Companies that are structured by grouping people performing similar activities into departments are:

Staffing fluctuations associated with project completion and initiation are most likely to occur in organizations that are:

The Larson and Gobeli study that compared projects that had been managed in a variety of structural types revealed that new product development projects tended to be MOST effectively executed when the organizational structure was a:

A project structure for an organization is a peach when you consider how well it:

A functional organization structure is a weakness for project management because:

A dual hierarchy is the salient feature of a:

The functional structure is well-suited when:

The project manager controls most of the project activities and functions,including the assignment and control of project resources in the:

All major decisions and authority are under the control of the project manager in a:

The Larson and Gobeli study that compared projects that had been managed in a variety of structural types revealed that construction projects tended to be MOST effectively executed when the organizational structure was a:

In general,the poorest organizational structure when it comes to managing projects is probably the:

A major weakness of a matrix organizational structure for project management occurs when: