test bank ch 3

(1)

Chapter 03

Chapter 03 Organization: Structure and Culture

Organization: Structure and Culture

Multiple Choice Questions Multiple Choice Questions

1.

1. OrgOrganizaanizational ctional culturulture is best ee is best explaxplained as orined as organizganizationationalal

A. Personality.

B. ierarchy.

C.

C. !eporting !eporting relationshipsrelationships..

". Bac#ground.

$.

$. %anage&ent %anage&ent style.style. '.

'. (hic(hich o) the )olloh o) the )ollo*ing is +*ing is +O, true o) prO, true o) pro-ect &ao-ect &anage&nage&ent struent structurctureses

A.

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

B. ,hey appropriately balance the needs o) both the parent organization and theappropriately balance the needs o) both the parent organization and the pro-ect

pro-ect

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 hugehuge consideration

consideration

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

$. ,hey help deter&in,hey help deter&ine *ho has &ost authority in regard to &anaging the pro-ece *ho has &ost authority in regard to &anaging the pro-ectt 3.

3. All o) the )ollAll o) the )ollo*ino*ing are disag are disad/antd/antages o) orgages o) organizianizing pro-ng pro-ects *iects *ithin a &atrithin a &atrixx arrange&ent $2C$P,

arrange&ent $2C$P,

A.

A. "ys)unctional conict bet*e"ys)unctional conict bet*een )unctional &anagers and pro-ecen )unctional &anagers and pro-ect &anagers.t &anagers.

B. $xpensi/e. B. $xpensi/e. C. n4ghting. C. n4ghting. ". Stress)ul. ". Stress)ul. $.

$. 5onger 5onger pro-ect pro-ect duration.duration. 6.

6. ,he stru,he structure cture that &anages that &anages pro-ects pro-ects *ithin th*ithin the exie existing orsting organizational sganizational structure tructure isis 7777777777 organiz

7777777777 organization.ation.

A. 8unctional

B.

B. Balanced Balanced &atrix&atrix C.

C. (ea# (ea# &atrix&atrix ".

". Strong Strong &atrix&atrix

$. Pro-ectized

3-1 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$

(2)

9.

9. Bill is *oBill is *or#inr#ing on a g on a propro-ect in/-ect in/ol/inol/ing the upgradg the upgrading o) a &anage&ing o) a &anage&ent in)orent in)or&atio&ationn syste&. ,he pro-ect is being &anaged

syste&. ,he pro-ect is being &anaged by the in)or&ation syste&s depart&ent *ithby the in)or&ation syste&s depart&ent *ith the coordination o) other

the coordination o) other depart&ents occurrindepart&ents occurring through nor&al channels. e isg through nor&al channels. e is *or#ing in a 777777777 organization.

*or#ing in a 777777777 organization.

A. 8unctional

B.

$. Pro-ectized

.

. (hic(hich o) the )olloh o) the )ollo*ing is a*ing is an ad/antan ad/antage o) a )unctige o) a )unctional pronal pro-ect &ao-ect &anage&nage&entent organization

organization

A.

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

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

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

organization

A.

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

B. 5onger 5onger pro-ect pro-ect durationduration C.

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

". Poor Poor integrationintegration $.

$. All o) these are disad/antageAll o) these are disad/antages o) )unctional pro-ect &anage&ent orgs o) )unctional pro-ect &anage&ent organizationanization >.

>. (hic(hich o) the )olloh o) the )ollo*ing is a di*ing is a disad/asad/antage o) a prntage o) a pro-eco-ectized otized organrganizatiizationon

A.

A. t t is is expensi/eexpensi/e B.

C. Poor Poor integratiintegrationon ".

". igh igh co&plexityco&plexity $.

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

?. A pro-A pro-ect tea& thect tea& that operates at operates *ith a )ul*ith a )ull@ti&e prl@ti&e pro-ect &anager o-ect &anager as a sepas a separate unit )rarate unit )ro&o& the rest o) the

the rest o) the organization is structured using 77777777 organization.organization is structured using 77777777 organization.

A. 8unctional

B.

$. Pro-ectized

3-2 3-2

(3)

9.

9. Bill is *oBill is *or#inr#ing on a g on a propro-ect in/-ect in/ol/inol/ing the upgradg the upgrading o) a &anage&ing o) a &anage&ent in)orent in)or&atio&ationn syste&. ,he pro-ect is being &anaged

syste&. ,he pro-ect is being &anaged by the in)or&ation syste&s depart&ent *ithby the in)or&ation syste&s depart&ent *ith the coordination o) other

the coordination o) other depart&ents occurrindepart&ents occurring through nor&al channels. e isg through nor&al channels. e is *or#ing in a 777777777 organization.

*or#ing in a 777777777 organization.

A. 8unctional

B.

$. Pro-ectized

.

. (hic(hich o) the )olloh o) the )ollo*ing is a*ing is an ad/antan ad/antage o) a )unctige o) a )unctional pronal pro-ect &ao-ect &anage&nage&entent organization

organization

A.

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

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

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

organization

A.

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

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

". Poor Poor integrationintegration $.

$. All o) these are disad/antageAll o) these are disad/antages o) )unctional pro-ect &anage&ent orgs o) )unctional pro-ect &anage&ent organizationanization >.

>. (hic(hich o) the )olloh o) the )ollo*ing is a di*ing is a disad/asad/antage o) a prntage o) a pro-eco-ectized otized organrganizatiizationon

A.

A. t t is is expensi/eexpensi/e B.

C. Poor Poor integratiintegrationon ".

". igh igh co&plexityco&plexity $.

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

?. A pro-A pro-ect tea& thect tea& that operates at operates *ith a )ul*ith a )ull@ti&e prl@ti&e pro-ect &anager o-ect &anager as a sepas a separate unit )rarate unit )ro&o& the rest o) the

the rest o) the organization is structured using 77777777 organization.organization is structured using 77777777 organization.

A. 8unctional

B.

$. Pro-ectized

3-2 3-2

(4)

10.

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.

A. Strong Strong &atrix &atrix and and balanced balanced &atrix&atrix B.

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

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*@productoduct tea&s. ,he &anagers as *ell as the pro-ect tea& &e&bers *or# on the pro-ects on tea&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.

A. 8unctional

B.

$. Pro-ectized

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,

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.

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

C. !esource !esource a/ailabia/ailabilitylity

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

e;ecti/ely &anage pro-ects 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 disrupt ongoing 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.

organization *ould be the best choice.

A. 8unctional

B.

$. Pro-ectized

3-3 3-3

(5)

16.

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 choice o) pro-ect &anage&ent

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

A.

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

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

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&ent structure

structure 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.

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

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

C. (ea# (ea# Strong Strong BalancedBalanced ".

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

$. 8unctional 8unctional +eutral +eutral Pro-ectizedPro-ectized 1.

1. 777777777 organization is a hybrid )or& in *hic777777777 organization is a hybrid )or& in *hich a horizontal pro-ect &anage&enth a horizontal pro-ect &anage&ent structure is o/erlaid in the nor&al )unctional hierarchy.

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

A. 8unctional A. 8unctional B. %atrix B. %atrix C. Pro-ect C. Pro-ect ". Balanced ". Balanced $. +eutral $. +eutral 1=.

1=. (hich o) the )ollo*ing is +O, true regar(hich o) the )ollo*ing is +O, true regarding organizing pro-ding organizing pro-ects *ithin a &atrixects *ithin a &atrix arrange&ent

arrange&ent

A. ts e

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

pro-ect tea& &e&bers

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&ultiple pro-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.

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

". Pro/ides a ro/ides a dual )ocus dual )ocus bet*een )unctionaltechnical expertise and pro-ectbet*een )unctionaltechnical expertise and pro-ect reuir

reuire&ents that is e&ents that is &issing in either the pro-ect tea& &issing in either the pro-ect tea& or the )unctional approachor the )unctional approach $. t is a hybrid )or& o)

$. t is a hybrid )or& o) organization that co&bines characteriorganization that co&bines characteristics o) both dedicatedstics o) both dedicated pro-ect tea&s and )unctional organization

pro-ect tea&s and )unctional organization

3-4 3-4

(6)

1>.

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

&anagers

A.

A. (ea# &atrix(ea# &atrix B.

C. Strong Strong &atrix&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.

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

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.

A. !ead !ead about about the the organizatiorganizationon B.

B. nterpret nterpret stories stories about about the the organizationorganization C.

C. Obser/e Obser/e ho* ho* people people interact interact *ithin *ithin the the organizationorganization ".

". Study Study the the physical physical characteristiccharacteristics s o) o) the the organizationorganization $. All o)

$. All o) these are exa&ples o) ho* so&eone can learn &ore about an organizationDsthese are exa&ples o) ho* so&eone can learn &ore about an organizationDs culture

culture '1.

'1. (hich organizationDs cul(hich organizationDs culture is +O, a culture a pro-ecture is +O, a culture a pro-ect &anager has to be able tot &anager has to be able to operate in or interact *ith

operate in or interact *ith

A.

A. ,he ,he culture culture o) o) their their parent parent organizatiorganizationon B.

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

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 $.

$. All o) these are cultures a pro-ect &anager has to be able to All o) these are cultures a pro-ect &anager has to be able to operate in or interactoperate in or interact *ith

*ith ''.

''. (hich structur(hich structure *ould be &ost appropriate )or de/elopine *ould be &ost appropriate )or de/eloping a ne* highly inno/ati/eg a ne* highly inno/ati/e product that has strict ti&e constraints

product that has strict ti&e constraints

A.

A. 8unctional 8unctional organizatorganizationion B.

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

". Strong Strong &atrix&atrix $.

$. (ea# &atrix(ea# &atrix

3-% 3-%

(7)

'3. 8ro& the list belo* *hich is +O, a pri&ary characteristic o) organizational culture A. Control B. ,ea& e&phasis C. Pro4tability ". Conict tolerance $. !is# tolerance

'6. 8actors in identi)ying cultural characteristics include all the )ollo*ing $2C$P,

A. +or&s.

B. Custo&s.

C. Ealues.

". Attitude.

$. 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

$. ,his is negotiated

'. (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

A. %e&ber identity

B. ,ea& e&phasis

C. %anagerial )ocus

". Fnit integration

$. Control

'=. (hich o) the )ollo*ing cultural characteristics relates to the degree to *hich *or# acti/ities are organized around groups rather than indi/iduals

A. %e&ber identity B. ,ea& e&phasis C. %anagerial )ocus ". Fnit integration $. Control 3-&

(8)

'>. (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

A. %e&ber identity

B. ,ea& $&phasis

C. %anagerial )ocus

". Fnit integration

$. Control

'?. (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 &anner A. %e&ber identity B. ,ea& e&phasis C. %anagerial )ocus ". Fnit integration $. Control

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 to achie/e those outco&es

A. !is# tolerance

B. !e*ard criteria

C. Conict tolerance

". %eans /ersus end orientation $. Open@syste&s )ocus

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.

7777777777777777777777777777777777777777

33. +o radical alteration in the design or operation o) the parent organization is a &a-or ad/antage o) 7777777777 organization.

7777777777777777777777777777777777777777

3-'

(9)

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

7777777777777777777777777777777777777777

39. 8ir&s *here pro-ects are the do&inant )or& o) business and the entire organization is designed to support pro-ect tea&s are usually structured as aGnH 777777777

organization.

7777777777777777777777777777777777777777

3. A high le/el o) &oti/ation and the tendency )or pro-ects to get done &ore uic#ly are bene4ts o) using the 77777777 organizational approach to pro-ect &anage&ent.

7777777777777777777777777777777777777777

3=. igh pro-ect costs and diIcult post@pro-ect transition are t*o e/ident *ea#nesses o) aGnH 7777777777 organization.

7777777777777777777777777777777777777777

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 )unctional duties.

7777777777777777777777777777777777777777

60. A &atrix in *hich the balance o) authority is strongly on the side o) the pro-ect &anager is described as 7777777777.

7777777777777777777777777777777777777777

61. A &atrix in *hich the balance o) authority is strongly on the side o) the )unctional &anager is described as 777777777.

7777777777777777777777777777777777777777

6'. igh le/els o) stress and dys)unctional conict are disad/antages o) aGnH 777777777 organization.

7777777777777777777777777777777777777777

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-(

(10)

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 create and &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.

7777777777777777777777777777777777777777

6=. Conict tolerance ris# tolerance re*ard criteria and unit integration are all exa&ples o) cultural 7777777777.

7777777777777777777777777777777777777777

6>. !esearch suggests that there is a strong connection bet*een pro-ect &anage&ent structure organizational 77777777 and pro-ect success.

7777777777777777777777777777777777777777

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 be success)ul the &ore appropriate a dedicated pro-ect tea& or aGnH 77777777 &atrix structure is to &anage the pro-ect.

7777777777777777777777777777777777777777

91. (hen &ost o) the pro-ect *or# can be done *ithin a speci4ed depart&ent and any coordination *ith other depart&ents can be done easily through nor&al &anage&ent channels 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&ance rather 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

3-)

(11)

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 it has &inor inuence on its pro-ect &anage&ent.

,rue 8alse

9=. ,here are o)ten considerable di;erences in ho* pro-ects are &anaged *ithin certain 4r&s e/en *hen si&ilar pro-ect &anage&ent structures are being used.

,rue 8alse

9>. ,he pro-ectized )or& o) pro-ect &anage&ent structure is co&&only used *hen 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.

,rue 8alse

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

,rue 8alse

0. A disad/antage o) using the )unctional )or& o) pro-ect &anage&ent structure is that pro-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) the pro-ect.

,rue 8alse

'. n the pro-ectized )or& o) pro-ect &anage&ent structure there is li&ited technological expertise *hen co&pared to the )unctional or &atrix organization.

,rue 8alse

3-10

(12)

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 directly disrupting 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. ,rue 8alse

9. One ad/antage o) a &atrix pro-ect &anage&ent structure is that it is )ast and easy to i&ple&ent.

,rue 8alse

. A &atrix pro-ect &anage&ent structure is a hybrid organizational )or& in *hich a horizontal pro-ect &anage&ent structure is o/erlaid on the nor&al )unctional hierarchy.

,rue 8alse

=. (hen three )or&s o) the &atrix pro-ect &anage&ent structure are considered all share the sa&e ad/antages and disad/antages and at an eual le/el.

,rue 8alse

>. (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-ect tea& need to be success)ul the &ore appropriate to i&ple&ent either a dedicated pro-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.

,rue 8alse

='. n a balanced &atrix )or& o) pro-ect &anage&ent the pro-ect &anager is responsible )or de4ning what needs to be acco&plished *hile the )unctional &anagers are

concerned *ith how it *ill be acco&plished. ,rue 8alse

3-11

(13)

=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 and perspecti/es to the pro-ect.

,rue 8alse

=6. %e&ber identity re)ers to the degree to *hich *or# acti/ities are organized around groups rather than indi/iduals.

,rue 8alse

=9. Control is the cultural characteristic that re)ers to the degree to *hich &anage&ent decisions ta#e into account the e;ect o) outco&es on people *ithin the organization. ,rue 8alse

=. 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 &anner.

,rue 8alse

=>. ,here are strong connections a&ong pro-ect &anage&ent structure organizational culture and pro-ect success.

,rue 8alse

=?. 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

3-12

(14)

>0. ,here are o)ten considerable di;erences in ho* pro-ects are &anaged *ithin certain 4r&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.

3-13

(15)

>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) organization culture.

3-14

(16)

>>. 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 an exa&ple o) each.

3-1%

(17)

Chapter 03 Organization: Structure and Culture Ans*er Jey

Multiple Choice Questions

1. Organizational culture is best explained as organizational

A. Personality.

B. ierarchy.

C. !eporting relationships.

". Bac#ground.

$. %anage&ent style.

A si&ple explanation o) organizational culture is that it reects the personality o) an organization.

AACSB: Refective Thinking Accessibility: Keyboard Navigation Blooms: Remember Learning b!ective: "ro!ect #anagement Str$ct$re

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 the pro-ect

C. n selecting a &anage&ent structure the culture o) the organization is not a huge 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 in ho* 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&

(18)

3. All o) the )ollo*ing are disad/antages o) organizing pro-ects *ithin a &atrix arrange&ent $2C$P,

A. "ys)unctional conict bet*een )unctional &anagers and pro-ect &anagers.

B. $xpensi/e.

C. n4ghting.

". Stress)ul.

$. 5onger pro-ect duration.

"ys)unctional conict in4ghting stress)ul situations and longer pro-ect duration are all disad/antages o) organizing pro-ects *ithin a &atrix arrange&ent. igh cost is a disad/antage o) dedicated pro-ect tea&s.

AACSB: Refective Thinking Accessibility: Keyboard Navigation Blooms: *nderstand Learning b!ective: "ro!ect #anagement Str$ct$re Level o% &i'c$lty: - #edi$m

6. ,he structure that &anages pro-ects *ithin the existing organizational structure is 7777777777 organization. A. 8unctional B. Balanced &atrix C. (ea# &atrix ". Strong &atrix $. Pro-ectized

One approach to organizing pro-ects is to si&ply &anage the& *ithin the existing )unctional hierarchy o) the organization. Once &anage&ent decides to i&ple&ent a pro-ect the di;erent seg&ents o) the pro-ect are delegated to the respecti/e

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

AACSB: Refective Thinking Accessibility: Keyboard Navigation Blooms: *nderstand Learning b!ective: "ro!ect #anagement Str$ct$re Level o% &i'c$lty: ( )asy

3-1'

(19)

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 *ith the coordination o) other depart&ents occurring through nor&al channels. e is *or#ing in a 777777777 organization. A. 8unctional B. Balanced &atrix C. (ea# &atrix ". Strong &atrix $. Pro-ectized

(hen organizing pro-ects *ithin the )unctional organization once &anage&ent decides to i&ple&ent a pro-ect the di;erent seg&ents o) the pro-ect are delegated 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

C. Shorter pro-ect duration

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

$. 5onger pro-ect duration

,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(

(20)

=. (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

B. 5onger pro-ect duration

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

". Poor integration

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 on the pro-ect poor integration across )unctional units longer pro-ect duration due to slo* response ti&e and lac# o) o*nership.

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

A. t is expensi/e

B. 5onger pro-ect duration

C. Poor integration

". 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 diIcult post@pro-ect transition.

3-1)

(21)

?. 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.

A. 8unctional

B. Balanced &atrix

C. (ea# &atrix

". Strong &atrix

E. Pro-ectized

nstead o) one or t*o special pro-ects the organization consists o) sets o) uasi@ independent tea&s *or#ing on speci4c pro-ects. ,he &ain responsibility o)

traditional )unctional depart&ents is to assist and support these pro-ect tea&s. ,his type o) organization is re)erred to in the literature as a Pro-ectized 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) the pro-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 structural spectru& is the creation o) dedicated pro-ect tea&s. ,hese tea&s operate as

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

3-20

(22)

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 the pro-ects on a )ull@ti&e basis. ,he structure being used is 77777777 organization.

A. 8unctional

B. Balanced &atrix

C. (ea# &atrix

". Strong &atrix

E. Pro-ectized

nstead o) one or t*o special pro-ects the organization consists o) sets o) uasi@ independent tea&s *or#ing on speci4c pro-ects.

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

C. !esource a/ailability

". Assess current practices and deter&ine any changes that are needed to &ore e;ecti/ely &anage pro-ects

E. Budget constraints

Budget constraints are a pro-ect consideration and not an organizational consideration.

AACSB: Refective Thinking Accessibility: Keyboard Navigation Blooms: *nderstand Learning b!ective: .hat is the Right "ro!ect #anagement Str$ct$re/ Level o% &i'c$lty: - #edi$m

3-21

(23)

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.

A. 8unctional

B. Balanced &atrix

C. (ea# &atrix

". Strong &atrix

E. Pro-ectized

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&pleting the 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

A. ,he size o) the pro-ect

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

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&ent structure

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&ental co&plexity or the nu&ber o) external inter)aces budget and ti&e constraints and the stability o) resource reuire&ents.

3-22

(24)

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

A. 8unctional (ea# Strong

B. Balanced 8unctional Pro-ectized

C. (ea# Strong Balanced

". +eutral (ea# Strong

$. 8unctional +eutral Pro-ectized

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

AACSB: Refective Thinking Accessibility: Keyboard Navigation Blooms: Remember Learning b!ective: "ro!ect #anagement Str$ct$re

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

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.

A. 8unctional

B. %atrix

C. Pro-ect

". Balanced

$. +eutral

%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.

3-23

(25)

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&ong pro-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 they are reporting to t*o &anagers.

1>. n *hich o) the )ollo*ing is the balance o) authority strongly in )a/or o) the )unctional &anagers A. (ea# &atrix B. Balanced &atrix C. Strong &atrix ". %atrix $. +eutral &atrix

n a *ea# &atrix the )unctional &anagers call &ost o) the shots and decide *ho does *hat and *hen the *or# is co&pleted.

3-24

(26)

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

A. t pro/ides a sense o) identity.

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

C. t replaces the need )or a pro-ect selection process. ". t helps create social order.

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

An organizationDs culture pro/ides a sense o) identity helps legiti&ize the &anage&ent syste& helps create social order and clari4es and rein)orces standards o) beha/ior.

AACSB: Refective Thinking Accessibility: Keyboard Navigation Blooms: *nderstand Learning b!ective: rgani0ational C$lt$re Level o% &i'c$lty: - #edi$m

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

A. !ead about the organization

B. nterpret stories about the organization

C. Obser/e ho* people interact *ithin the organization ". Study the physical characteristics o) the organization

E. All o) these are exa&ples o) ho* so&eone can learn &ore about an organizationDs culture

Physical characteristics Garchitecture oIce layout dLcorH public docu&ents Gannual reports /ision state&entsH beha/ior Gpace language &eetingsH and )ol#lore Gstories heroines heroes /illainsH are all *ays to 4nd out &ore about an organizationDs culture.

AACSB: Refective Thinking Accessibility: Keyboard Navigation Blooms: *nderstand Learning b!ective: rgani0ational C$lt$re Level o% &i'c$lty: ( )asy

3-2%

(27)

'1. (hich organizationDs culture is +O, a culture a pro-ect &anager has to be able to operate in or interact *ith

A. ,he culture o) their parent organization

B. ,he culture o) go/ern&ent and regulatory agencies C. ,he culture o) /endors and subcontractors

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

E. All o) these are cultures a pro-ect &anager has to be able to operate in or interact *ith

Pro-ect &anagers ha/e to be able to operate in se/eral potentially di/erse organizational cultures.

AACSB: Refective Thinking Accessibility: Keyboard Navigation Blooms: *nderstand Learning b!ective: 1m2lications o% rgani0ational C$lt$re %or rgani0ing "ro!ects

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

''. (hich structure *ould be &ost appropriate )or de/eloping a ne* highly inno/ati/e product that has strict ti&e constraints

A. 8unctional organization

B. Balanced &atrix

C. "edicated pro-ect tea&

". Strong &atrix

$. (ea# &atrix

A dedicated pro-ect tea& is separate )ro& the rest o) the parent organization and appropriate *hen the pro-ect is highly inno/ati/e and *hen there are budget and ti&e constraints.

3-2&

(28)

'3. 8ro& the list belo* *hich is +O, a pri&ary characteristic o) organizational culture A. Control B. ,ea& e&phasis C. Pro4tability ". Conict tolerance $. !is# tolerance

Organizational culture re)ers to a syste& o) shared nor&s belie)s /alues and assu&ptions *hich binds people together thereby creating shared &eanings. Pro4tability is not a pri&ary characteristic o) organizational culture.

'6. 8actors in identi)ying cultural characteristics include all the )ollo*ing $2C$P,

A. +or&s.

B. Custo&s.

C. Ealues.

D. Attitude.

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

Organizational culture re)ers to a syste& o) shared nor&s belie)s /alues and assu&ptions *hich binds people together thereby creating shared &eanings. ,his syste& is &ani)ested by custo&s and habits that exe&pli)y the /alues and belie)s o) the organization.

AACSB: Refective Thinking Accessibility: Keyboard Navigation Blooms: Remember Learning b!ective: rgani0ational C$lt$re

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

3-2'

(29)

'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

$. ,his is negotiated

%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. n a &atrix syste& there are usually t*o chains o) co&&and one along )unctional lines and the other along pro-ect lines. nstead o) delegating seg&ents o) a pro-ect to

di;erent units or creating an autono&ous tea& pro-ect participants report si&ultaneously to both )unctional and pro-ect &anagers.

'. (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

A. %e&ber identity

B. ,ea& e&phasis

C. %anagerial )ocus

". Fnit integration

$. Control

%e&ber identity is 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.

3-2(

(30)

'=. (hich o) the )ollo*ing cultural characteristics relates to the degree to *hich *or# acti/ities are organized around groups rather than indi/iduals

A. %e&ber identity

B. ,ea& e&phasis

C. %anagerial )ocus

". Fnit integration

$. Control

,ea& e&phasis is the degree to *hich *or# acti/ities are organized around groups rather than indi/iduals.

'>. (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 A. %e&ber identity B. ,ea& $&phasis C. %anagerial )ocus ". Fnit integration E. Control

Control is the cultural characteristic that relates to the degree to *hich rules

policies and direct super/ision are used to o/ersee and control e&ployee beha/ior.

3-2)

(31)

'?. (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 &anner A. %e&ber identity B. ,ea& e&phasis C. %anagerial )ocus D. Fnit integration $. Control

Fnit integration is the degree to *hich units *ithin the organization are encouraged to operate in a coordinated or independent &anner.

AACSB: Refective Thinking Accessibility: Keyboard Navigation Blooms: *nderstand Learning b!ective: rgani0ational C$lt$re Level o% &i'c$lty: - #edi$m

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 to achie/e those outco&es

A. !is# tolerance

B. !e*ard criteria

C. Conict tolerance

D. %eans /ersus end orientation

$. Open@syste&s )ocus

%eans /ersus end orientation is the degree to *hich &anage&ent )ocuses on outco&es rather than on techniues and processes used to achie/e those results.

Fill in the Blank Questions

3-30

(32)

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

organizational culture

Organizational culture re)ers to a syste& o) shared nor&s belie)s /alues and assu&ptions *hich binds people together thereby creating shared &eanings.

AACSB: Refective Thinking Blooms: *nderstand Learning b!ective: rgani0ational C$lt$re Level o% &i'c$lty: ( )asy

3'. ,he approach to pro-ect &anage&ent that uses the existing hierarchy o) the organization to &anage pro-ects is 77777777777 organization.

functional

One approach to organizing pro-ects is to si&ply &anage the& *ithin the existing )unctional hierarchy o) the organization. Once &anage&ent decides to i&ple&ent a pro-ect the di;erent seg&ents o) the pro-ect are delegated to the respecti/e

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

AACSB: Refective Thinking Blooms: *nderstand Learning b!ective: "ro!ect #anagement Str$ct$re Level o% &i'c$lty: ( )asy

33. +o radical alteration in the design or operation o) the parent organization is a &a-or ad/antage o) 7777777777 organization.

functional

Once &anage&ent decides to i&ple&ent a pro-ect the di;erent seg&ents o) the pro-ect are delegated to the respecti/e )unctional units *ith each unit responsible )or co&pleting its seg&ent o) the pro-ect. +o change in the design or operation o) the parent organization is a &a-or ad/antage to a )unctional organization.

AACSB: Refective Thinking Blooms: *nderstand Learning b!ective: "ro!ect #anagement Str$ct$re Level o% &i'c$lty: - #edi$m

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

functional

,hese disad/antages are particularly pronounced *hen the scope o) the pro-ect is broad and one )unctional depart&ent does not ta#e the do&inant technological and &anagerial lead on the pro-ect.

AACSB: Refective Thinking

3-31

(33)

Blooms: *nderstand Learning b!ective: "ro!ect #anagement Str$ct$re Level o% &i'c$lty: - #edi$m

39. 8ir&s *here pro-ects are the do&inant )or& o) business and the entire organization is designed to support pro-ect tea&s are usually structured as aGnH 777777777

organization.

proectize!

nstead o) one or t*o special pro-ects the organization consists o) sets o) uasi@ independent tea&s *or#ing on speci4c pro-ects. ,his type o) organization is re)erred to in the literature as a pro-ectized organization.

3. A high le/el o) &oti/ation and the tendency )or pro-ects to get done &ore uic#ly are bene4ts o) using the 77777777 organizational approach to pro-ect &anage&ent.

proectize!

A high le/el o) &oti/ation and cohesi/eness o)ten e&erges *ithin the pro-ect tea&. Participants share a co&&on goal and personal responsibility to*ard the pro-ect and the tea&.

3=. igh pro-ect costs and diIcult post@pro-ect transition are t*o e/ident *ea#nesses o) aGnH 7777777777 organization.

proectize!

"isad/antages o) a pro-ectized organization include high pro-ect costs internal stri)e li&ited technological expertise and diIcult post@pro-ect transition.

3-32

(34)

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.

"atri#

%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.

AACSB: Refective Thinking Blooms: *nderstand Learning b!ective: "ro!ect #anagement Str$ct$re Level o% &i'c$lty: ( )asy

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 )unctional duties.

"atri#

nstead o) delegating seg&ents o) a pro-ect to di;erent units or creating an

autono&ous tea& pro-ect participants report si&ultaneously to both )unctional and pro-ect &anagers.

60. A &atrix in *hich the balance o) authority is strongly on the side o) the pro-ect &anager is described as 7777777777.

strong

(hen the do&inant organization culture inhibits collaboration and inno/ation it is ad/isable to insulate the pro-ect tea& )ro& the do&inant culture. ere it beco&es necessary to create a sel)@suIcient pro-ect tea&. ) a dedicated pro-ect tea& is i&possible because o) resource constraints then at least a pro-ect &atrix should be used *here the pro-ect &anager has do&inant control o/er the pro-ect. n both cases the &anagerial strategy is to create a distinct tea& subculture *here a ne* set o) nor&s custo&s and /alues e/ol/e that *ill be conduci/e to pro-ect

co&pletion.

3-33

(35)

61. A &atrix in *hich the balance o) authority is strongly on the side o) the )unctional &anager is described as 777777777.

weak

,his )or& is /ery si&ilar to )unctional organization *ith the exception that there is a )or&ally designated pro-ect &anager responsible )or coordinating pro-ect acti/ities. 8unctional &anagers call &ost o) the shots and decide *ho does *hat and *hen the *or# is co&pleted.

6'. igh le/els o) stress and dys)unctional conict are disad/antages o) aGnH 777777777 organization.

"atri#

%atrix &anage&ent /iolates the &anage&ent principle o) unity o) co&&and. Pro-ect participants ha/e at least t*o bossesMtheir )unctional head and one or &ore pro-ect &anagers. ,his can result in high le/els o) stress and dys)unctional conict.

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.

strong

,he strong &atrix &ost closely rese&bles a dedicated pro-ect tea&. ,he )unctional &anager is consulted on a need basis. ,his 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.

3-34

(36)

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.

weak

,he *ea# &atrix &ost closely rese&bles )unctional organization. ,he pro-ect

&anager basically acts as a sta; assistant *ho dra*s the schedules and chec#lists collects in)or&ation on status o) *or# and )acilitates pro-ect co&pletion. ,his 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.

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 create and &anage.

$alance!

,his is the classic &atrix in *hich the pro-ect &anager is responsible )or de4ning *hat needs to be acco&plished *hile the )unctional &anagers are concerned *ith ho* it *ill be acco&plished. %ore speci4cally the pro-ect &anager establishes the o/erall plan )or co&pleting the pro-ect integrates the contribution o) the di;erent disciplines sets schedules and &onitors progress.

AACSB: Refective Thinking Blooms: *nderstand Learning b!ective: "ro!ect #anagement Str$ct$re Level o% &i'c$lty: + ,ard

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.

De!icate!

Strong budget and ti&e constraints and high stability o) resource reuire&ents i&ply &ore autono&y and authority that the pro-ect &anager and the pro-ect tea& need to be success)ul. ,his translates into using a dedicated pro-ect tea&.

AACSB: Refective Thinking Blooms: *nderstand Learning b!ective: .hat is the Right "ro!ect #anagement Str$ct$re/ Level o% &i'c$lty: - #edi$m

3-3%

(37)

6=. Conict tolerance ris# tolerance re*ard criteria and unit integration are all exa&ples o) cultural 7777777777.

characteristics

!esearch suggests that there are 10 pri&ary characteristics *hich capture the essence o) an organizationDs culture. ,hese include conict tolerance ris# tolerance re*ard criteria and unit integration.

6>. !esearch suggests that there is a strong connection bet*een pro-ect &anage&ent structure organizational 77777777 and pro-ect success.

culture

Culture reects the personality o) the organization and si&ilar to an indi/idualDs personality can enable us to predict attitudes and beha/iors o) organizational &e&bers.

AACSB: Refective Thinking Blooms: *nderstand Learning b!ective: rgani0ational C$lt$re Level o% &i'c$lty: - #edi$m

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.

culture

Organizational culture re)ers to a syste& o) shared nor&s belie)s /alues and assu&ptions *hich binds people together thereby creating shared &eanings.

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

strong

A dedicated pro-ect tea& or a strong &atrix is &ost appropriate *hen pro-ect consideration )actors such as pro-ect size strategic i&portance and need )or inno/ation are high.

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

3-3&