chapter-9 Human Resource Management
1. 1. involves assigning the needed personnel to work on the project.
c. Acquiring the project team
2. Key outputs of process are project staff assignments, resource calendars, and project management plan updates.
b. acquiring the project team
3. involves building individual and group skills to enhance project performance.
b. Developing the project team
4. The main outputs of the process are team performance assessments and enterprise environmental factors updates.
c. developing the project team
5. involves tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance.
d. Managing the project team
6. The acquiring of the project team is a subprocess associated with the process of project human resource management.
a. executing
7. a highly respected psychologist, rejected the dehumanizing negativism of psychology and proposed the hierarchy of needs theory.
b. Abraham Maslow
8. At the bottom of Maslow’s structure are needs.
c. physiological
9. is at the top of Maslow’s hierarchy of needs.
b. Self-actualization
10. Recognizing an employee as the “Star Performer of the Month” would be satisfying the need of the Maslow’s hierarchy of needs.
a. esteem
11. The bottom four needs in Maslow’s structure are referred to as needs.
b. deficiency
12. The highest level of needs in Maslow’s structure is referred to as a need.
b. growth
13. is best known for distinguishing between motivational factors and hygiene factors when considering motivation in work settings.
a. Frederick Herzberg
14. According to Herzberg, which of the following is a motivational factor?
a. Recognition
15. 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.
d. achievement
16. 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.
a. affiliation
17. According to McClelland’s acquired -needs theory, people who need personal want to direct others and can be seen as bossy.
c. power
18. 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.
c. TAT
19. is best known for developing Theory X and Theory Y.
d. Douglas McGregor
20. Managers who follow assume that the average worker wants to be directed and prefers to avoid responsibility.
b. Theory X
21. emphasizes things such as job rotation, broadening of skills, generalization versus specialization, and the need for continuous training of workers.
d. Theory Z
22. According to Thamhain and Wilemon, is the legitimate hierarchical right to issue orders.
a. authority
23. According to Thamhain and Wilemon, is the ability to improve a worker’s position.
d. promotion
24. involves using punishment, threats, or other negative approaches to get people to do things they do not want to do.
b. Coercive power
25. involves using incentives to induce people to do things.
c. Reward power
26. is based on an individual’s personal charism
d. Referent power
27. refers to matching certain behaviors of the other person.
d. Mirroring
28. The first step in the framework for defining and assigning work is .
c. finalizing the project requirements
29. A(n) is a column chart that shows the number of resources assigned to a project over time.
b. resource histogram
30. refers to the amount of individual resources an existing schedule requires during specific time periods.
a. Resource loading
31. is a technique for resolving resource conflicts by delaying tasks.
b. Resource leveling
32. In the Tuckman model, occurs as team members have different opinions as to how the team should operate.
d. storming
33. In the Tuckman model, occurs when the emphasis is on reaching the team goals, rather than working on team process.
a. performing
34. In the MBTI, the dimension relates to the manner in which you gather information.
d. Sensation/Intuition
35. Psychologist David Merril describes as reactive and task-oriented.
c. “Analyticals”
36. According to Blake and Mouton, project managers who use the method use a give-and take - approach to resolving conflicts.
d. compromise
37. According to Lencioni, which of the following qualities is present in organizations that succeed?
d. Teamwork