Testbank chapter 3 organization structure and cultural

Chapter 03
Organization: Structure and Culture
Multiple Choice Questions
1. Organiza
Organizational
tional cultur
culture
e is best expla
explained
ined as organiz
organization
ational
al
A.
B.
C.
".
$.

Personality.
ierarchy.
!eporting relationships.
relationships .
Bac#ground.
%anage&ent style.

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

&anage&ent
ent structur
structures
es
A. ,hey pro/ide
pro/ide a )ra&e*or#
)ra&e*or# )or launching and i&ple&enting
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
deter&ine *ho has &ost authority in regard to &anaging the pro-ect
pro-ect
3. All o) the )ollo*in
)ollo*ing
g are disad/ant
disad/antages
ages o) organizi
organizing
ng pro-ects
pro-ects *ithin
*ithin a &atrix
&atrix
arrange&ent $2C$P,
A. "ys)unctional conict bet*een
bet*een )unctional &anagers and pro-ect
pro-ect &anagers.

B.
$xpensi/e.
C.
n4ghting.
".
Stress)ul.
$.
5onger pro-ect duration.
6. ,he structure
structure that &anages pro-ects *ithin the
the existing
existing organizational
organizational structure
structure is
 7777777777 organization.
organization.
A.
B.
C.
".
$.

8unctional
Balanced &atrix
(ea# &atrix
Strong &atrix
Pro-ectized

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9. Bill is *or#in
*or#ing
g on a pro-ect
pro-ect in/ol/in
in/ol/ing
g the upgrading
upgrading o) a &anage&ent
&anage&ent in)or&atio
in)or&ation
n
syste&. ,he pro-ect is being &anaged by the in)or&ation syste&s depart&ent *ith
the coordination o) other depart&ents occurring
occurring through nor&al channels. e is
*or#ing in a 777777777 organization.
A.
B.
C.
".
$.

8unctional
Balanced &atrix
(ea# &atrix
Strong &atrix
Pro-ectized

. (hich

(hich o) the )ollo*ing
)ollo*ing is an
an ad/antage
ad/antage o) a )unctional
)unctional pro-ect
pro-ect &anage&
&anage&ent
ent
organization
A.
B.
C.
".
$.

%axi&u& exibility
exibility in the use o) sta; 
Shorter pro-ect duration
Strong &oti/ation o) pro-ect tea& &e&bers
5onger pro-ect duration

=. (hich
(hich o) the )ollo*ing
)ollo*ing is a disad/a
disad/antage
ntage o) )uncti
)unctional
onal pro-ec
pro-ectt &anage&ent

&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
$. All o) these are disad/antages
disad/antages o) )unctional pro-ect &anage&ent organization
organization
>. (hich
(hich o) the )ollo*ing
)ollo*ing is a disad/a
disad/antage
ntage o) a pro-ec
pro-ectized
tized organ
organizati
ization
on
A.
B.
C.
".
$.

t is expensi/e
5onger pro-ect duration

Poor integration
integrati on
igh co&plexity
5ac# o) )ocus on the pro-ect

?. A pro-ect
pro-ect tea& that
that operates *ith a )ull@ti&e
)ull@ti&e pro-ect
pro-ect &anager as a separate
separate unit )ro&
)ro&
the rest o) the organization is structured using 77777777 organization.
A.
B.
C.
".
$.

8unctional
Balanced &atrix
(ea# &atrix
Strong &atrix
Pro-ectized

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9. Bill is *or#in
*or#ing
g on a pro-ect
pro-ect in/ol/in
in/ol/ing
g the upgrading
upgrading o) a &anage&ent
&anage&ent in)or&atio
in)or&ation
n
syste&. ,he pro-ect is being &anaged by the in)or&ation syste&s depart&ent *ith
the coordination o) other depart&ents occurring
occurring through nor&al channels. e is
*or#ing in a 777777777 organization.
A.
B.
C.
".
$.

8unctional
Balanced &atrix
(ea# &atrix
Strong &atrix
Pro-ectized

. (hich
(hich o) the )ollo*ing
)ollo*ing is an
an ad/antage

ad/antage o) a )unctional
)unctional pro-ect
pro-ect &anage&
&anage&ent
ent
organization
A.
B.
C.
".
$.

%axi&u& exibility
exibility in the use o) sta; 
Shorter pro-ect duration
Strong &oti/ation o) pro-ect tea& &e&bers
5onger pro-ect duration

=. (hich
(hich o) the )ollo*ing
)ollo*ing is a disad/a
disad/antage
ntage o) )uncti
)unctional
onal pro-ec
pro-ectt &anage&ent
&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
$. All o) these are disad/antages
disad/antages o) )unctional pro-ect &anage&ent organization
organization
>. (hich
(hich o) the )ollo*ing
)ollo*ing is a disad/a
disad/antage
ntage o) a pro-ec
pro-ectized
tized organ
organizati
ization
on
A.
B.
C.
".
$.

t is expensi/e
5onger pro-ect duration
Poor integration
integrati on
igh co&plexity

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

?. A pro-ect
pro-ect tea& that
that operates *ith a )ull@ti&e
)ull@ti&e pro-ect
pro-ect &anager as a separate
separate unit )ro&
)ro&
the rest o) the organization is structured using 77777777 organization.
A.
B.
C.
".
$.

8unctional
Balanced &atrix
(ea# &atrix
Strong &atrix
Pro-ectized

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

A.
B.
C.
".
$.

Strong &atrix and balanced &atrix
8unctional and pro-ectized
Pro-ectized and balanced &atrix
Pro-ectized
Pro-ectized and strong &atrix
Strong &atrix and )unctional

11. %egaCo&puters nc. has assigned
assigned a pro-ect &anager )or each o) the 4/e ne*@product
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
structure being used is 77777777 organization.
A.
B.
C.
".
$.

8unctional
Balanced &atrix
(ea# &atrix
Strong &atrix
Pro-ectized

1'. All o) the )ollo*ing are organizational considerations *hen deter&ining
deter&ining the right
pro-ect &anage&ent structure $2C$P,
A. o* i&portant pro-ect
pro-ect &anage&ent is to the success
success o) the organization
organization
B. (hat percentage o) core *or# in/ol/es pro-ects
C.
!esource a/ailability
a/ailabi lity
". Assess current practices and deter&ine any changes that are needed to &ore
e;ecti/ely &anage pro-ects
$.
Budget constraints
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.
B.
C.
".
$.

8unctional
Balanced &atrix
(ea# &atrix
Strong &atrix

Pro-ectized

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16. At the pro-ect le/el
le/el *hich o) the )ollo*ing is a )actor that should inuence the choice
o) pro-ect &anage&ent structure
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
$. All o) these are )actors that should inuence the choice o) pro-ect &anage&ent
structure
19. (hich are the three
three di;erent &atrix syste&s
syste&s discussed in the text
A.
B.
C.
".
$.

8unctional (ea# Strong
Balanced 8unctional Pro-ectized
(ea# Strong Balanced
+eutral (ea# Strong
8unctional +eutral Pro-ectized

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

8unctional
%atrix
Pro-ect
Balanced
+eutral

1=. (hich o) the )ollo*ing is +O, true regarding
regarding organizing pro-ects
pro-ects *ithin a &atrix
arrange&ent
A. ts exibility
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
Pro/ides a dual )ocus bet*een )unctionaltechnical expertise and pro-ect
reuire&ents
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
characteristics o) both dedicated
pro-ect tea&s and )unctional organization

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1>. n *hich o) the )ollo*ing is the balance o) authority strongly in )a/or o) the )unctional
&anagers
A.
B.
C.
".
$.

(ea# &atrix
Balanced &atrix
Strong &atrix
%atrix
+eutral &atrix

1?. All o) the )ollo*ing are )unctions culture

culture plays in an organization $2C$P,
$2C$P,
A.
B.
C.
".
$.

t pro/ides a sense o) identity.
t helps legiti&ize the &anage&ent syste&.
t replaces the need )or a pro-ect selection process.
process.
t helps create social order.
order.
t clari4es and rein)orces standards o) beha/ior.

'0. o* does so&eone learn &ore
&ore about an organizationDs culture
A.
!ead about the organization
organizati on
B.
nterpret
nterpret stories about the organization
C. Obser/e ho* people interact *ithin the organization
". Study the physical characteristics
characteristics o) the organization
$. All o) these are exa&ples o) ho* so&eone can learn &ore about an organizationDs
culture
'1. (hich organizationDs culture

culture is +O, a culture a pro-ect
pro-ect &anager has to be able to
operate in or interact *ith
A.
,he culture o) their parent organization
organizati on
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
$. All o) these are cultures a pro-ect &anager has to be able to operate in or interact
*ith
''. (hich structure
structure *ould be &ost appropriate )or de/eloping
de/eloping a ne* highly inno/ati/e
product that has strict ti&e constraints
A.
B.
C.
".
$.

8unctional organization
organizat ion
Balanced &atrix
"edicated pro-ect tea&
Strong &atrix
(ea# &atrix

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

Control
,ea& e&phasis
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.
B.
C.
".
$.

%e&ber identity
,ea& e&phasis
%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.
B.
C.
".
$.

%e&ber identity
,ea& e&phasis
%anagerial )ocus
Fnit integration
Control

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

%e&ber identity
,ea& $&phasis
%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.
B.

C.
".
$.

%e&ber identity
,ea& e&phasis
%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.
B.
C.
".
$.

!is# tolerance
!e*ard criteria
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 

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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 

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66. ,he 77777777 &atrix )or& o) pro-ect organization is li#ely to i&pro/e technical uality
as *ell as pro/ide a better syste& )or &anaging conict across pro-ects because the
)unctional &anager assigns personnel to di;erent pro-ects.
 7777777777777777777777777777777777777777 
69. ,he 77777777 &atrix )or& o) pro-ect organization can achie/e better euilibriu&
bet*een technical and pro-ect reuire&ents but it is a /ery delicate syste& to 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 

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96. ,he cultural characteristic that re)ers to the degree to *hich the organization
&onitors and responds to changes in the external en/iron&ent is #no*n as
 77777777777.
 7777777777777777777777777777777777777777 
99. ,he cultural characteristic that re)ers to the degree to *hich e&ployees are
encouraged to be aggressi/e inno/ati/e and ris# see#ing is #no*n as 7777777777777.
 7777777777777777777777777777777777777777 

True / False Questions
9. (hile organization culture is i&portant to the o/erall )unction o) an organization 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

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

?. 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

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

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>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.

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

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

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

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

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>>. Culture per)or&s se/eral i&portant )unctions in organizations. Clari)ying and
rein)orcing standards o) beha/ior is one o) these. $xplain and pro/ide an exa&ple.

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

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

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Chapter 03 Organization: Structure and Culture Ans*er Jey
Multiple Choice Questions
1.

Organizational culture is best explained as organizational
A. 

B. 
C.
". 
$.

Personality.
ierarchy.
!eporting relationships.
Bac#ground.
%anage&ent style.

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

(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.

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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.
$xpensi/e.
B. 
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.
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6.

,he structure that &anages pro-ects *ithin the existing organizational structure is
 7777777777 organization.
A. 

B.
C.
".
$. 

8unctional
Balanced &atrix
(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.
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9.

Bill is *or#ing on a pro-ect in/ol/ing the upgrading o) a &anage&ent in)or&ation
syste&. ,he pro-ect is being &anaged by the in)or&ation syste&s depart&ent *ith
the coordination o) other depart&ents occurring through nor&al channels. e is
*or#ing in a 777777777 organization.
A. 

B.
C.
".
$. 

8unctional
Balanced &atrix
(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.
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.

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

B.
C.
".
$.

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

(hich o) the )ollo*ing is a disad/antage o) )unctional pro-ect &anage&ent
organization
A.
B.
C.
".

5ac# o) &oti/ation o) pro-ect tea& &e&bers
5onger pro-ect duration
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.
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>.

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

B.
C.
".
$.

t is expensi/e
5onger pro-ect duration
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.
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?.

A pro-ect tea& that operates *ith a )ull@ti&e pro-ect &anager as a separate unit
)ro& the rest o) the organization is structured using 77777777 organization.
A. 
B.
C.
".
E. 

8unctional
Balanced &atrix
(ea# &atrix
Strong &atrix
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.
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10.

(hich o) the )ollo*ing co&binations represents the extre&es o) pro-ect
organization
A.

B.

C.
".
$.

Strong &atrix and balanced &atrix
8unctional and pro-ectized
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.
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11.

%egaCo&puters nc. has assigned a pro-ect &anager )or each o) the 4/e ne*@
product tea&s. ,he &anagers as *ell as the pro-ect tea& &e&bers *or# on the
pro-ects on a )ull@ti&e basis. ,he structure being used is 77777777 organization.
A. 
B.
C.
".
E. 

8unctional
Balanced &atrix
(ea# &atrix
Strong &atrix
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.
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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
Budget constraints
E.
Budget constraints are a pro-ect consideration and not an organizational
consideration.
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13.

$lizabeth is considering ho* to structure a pro-ect tea& that *ill not directly disrupt
ongoing operations. ,he pro-ect needs to be done uic#ly and a high le/el o)
&oti/ation *ill be needed in order to do that. 8or this situation the 777777
organization *ould be the best choice.
A. 
B.
C.
".
E. 

8unctional
Balanced &atrix
(ea# &atrix
Strong &atrix
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.
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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.
B.
C.
".

,he size o) the pro-ect
,he no/elty o) the pro-ect
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.
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19.

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

".
$.

8unctional (ea# Strong
Balanced 8unctional Pro-ectized
(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.
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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. 
B. 
C. 
". 
$. 

8unctional
%atrix
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.

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1=.

(hich o) the )ollo*ing is +O, true regarding organizing pro-ects *ithin a &atrix
arrange&ent
A. ts exibility supports a strong pro-ect )ocus that helps alle/iate stress a&ong

B.
C.
".
$.

pro-ect tea& &e&bers
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
,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.
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1>.

n *hich o) the )ollo*ing is the balance o) authority strongly in )a/or o) the
)unctional &anagers
A.

B.
C.
". 
$.

(ea# &atrix
Balanced &atrix
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.

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