Chapter 03 Organization: Structure and Culture Answer Key Multiple Choice Questions 1, Organizational cuture is best explained as organizational a Personality 8 Hierarchy. c Reporting relationships. 5, Background, E Management style A simple explanation of arganizational culture that it reflects the "personality" of fan organization. AACSB; Renecive Ting Access hajoartiaraoon Learning Obecive Project Meropemert Sucure eve oF Bicuty 1 asy 2. Which ofthe folowing is NOT true of project management structures? A, They provide a framework for launching and implementing projects 5. They appropriataly balance the needs of both the parent organization and the project . In selecting a management structure, the culture ofthe organization is not a huge consideration D. The project itsef should be considered when determining which structure is best E. They help determine who has mst authority in regard to managing the project ‘when determining which project management structure is most appropriate, ‘organizational culture shoul be considered. There are often large differences in hhow projects are managed within certain fms even with similar structures. Researchers attribute this to organizational culture Aacs0: Reece Thro Acces: Ryton eee evel ofonticuy 3 HardAllo the following are disadvantages of organizing projects within a matrix arrangement EXCEFT |, Dysfunctional confict between functional managers and project managers. B. Expensive c Innighting. 0. stressful E Longer project duration, Dysfunctional conflict, infighting, stressful situations, and longer project duration are all disadvantages of organizing projects within 2 matrix arrangement. High cost is a disadvantage of dedicated project teams. AAcs0:Renecive Thing Acces: Kotor haga ng ee: lof Oc 2 seam ‘The structure that manages projects within the existing organizational structure is ‘organization Functional Balanced matrix ‘Weak matrix Strong matrix Projectized rooep One approach to organizing projects isto simply manage them within the existing functional hierarchy of the organisation, Onee management decides to Implemant a project. the aifferent segments ofthe project are delegated to the respective functional units with each unit responsibie for completing its segment of the project AAcs@:Retecive Thking Acces tard onan i ‘level of Dieu 1 EasyBill is working on a project involving the upgrading of a management information system. The project is being managed by the information systems department with the coordination of other departments occurring through narmal channe's. He IS working ina ‘organization a Functional 5 Balanced matrix c ‘Weak matrix 5. strong matrix E Projectized ‘When arganizing projects within the functional organization, ance management decides to implement a project, the different segments of the praject are delegated to the respective functional units with each unit responsible for completing Its segment of the project. AAcs0:Renecuve Ting Acces Kotor anton Learning Obecive Project Moogemert Sucre ove oF culty 2 eam "which of the fllowing isan advantage ofa functional project management organization? A, Maximum flexibility inthe use of staft 2 Good integration across functional units c Shorter project duration 1. Strong motivation of project team members E Longer project duration ‘There is maximum flexibly inthe use of stat. Approprate specialists in different functional units can temporarily be assigned to work an the project and then return totheirnormal work, A080: Retecrve thn Acces Rotor hovmton Leaming betes Pe Mager Stare‘Which of the following isa disadvantage of functional project management organization? A. Lack of motivation of projectteam members 8 Longer project duration C——Lackaf facus on the project D Poor integration , All ofthese are disadvantages of functional project management organization Disadvantages of 'unctional project management organization are ack of focus on the project, poor integration across functional units, longer project duration due to slow response time, and lack af ownership, AACSB: Reective Tiking Accesstty Reytard agg Leaming Objective: Project Monogemart scare ve oF ou 2 Seam Which ofthe folowing isa disadvantage of a projectized arganization? A Itis expensive 8 Longer project duration c Poor integration D. High complexity Lack of focus on the project Disadvantages of organizing projects as dedicated project teams are that itis ‘expensive, intemal strife can accur, limited technological expertise, and aifcult post project transition. AAcs0:Renecive Thing Acces Kotor haga ne ee: Melo Oey. 2 Mean0, ‘A project tear that operates with a full-time project manager as a separate unit ‘rom the rest of the organization's structured using ‘organization, Functional Balanced matrix ‘Weak matrix Strong matrix Projectized Instead of one or two special projects the organization consists of sets of quasi- Independent teams working on speciic projects. The main responsibility of {raditional functional departments isto assist and suppart these prajeck teams. This {ype of organization is referred to in the literature as a Projectized Organization, 2Acs0:nenecive Thinking Accesity Ketrnangaton Learning Objective: Project Monopemet Stucture ‘eve of bitcusy 1 Easy \Which of the following combinations represents the extremes of project organization? A. Strong matrix and balanced matrix 8. Functional and projectized C)Projectized and balanced matri 1D. Projectized and strong matrix Strong matrix and functional “The functional organization is also commonly used when, given the nature of the project, one functional area plays a dominant role in completing the project of has 2 dominant interest in the success ofthe project. At the other end of the structural Spectrum isthe creation of dedicated project teams. These teams operate as. Separate units rom the rest ofthe parent organization. 4Ac30;Retectne thnkng Acces Keto Rae ee eee eee of Oey: 2 Mesuma 2 MegaComputers inc. has assigned a project manager for each of the five new. product teams. The managers, as well as the project team members, work on the Projects on 2 full-time basi, The structure being used Ie ‘organization A Functional 8 Balanced matrix c ‘Weak matrix 5 Strong matrix eB Projectized Instead of one or two special projects, the organization consists of sets of quasi- independent teams working on specific projects, AACS@:Ratective Thrking Acces: Keto hagaten tng One: eo OC 2 Med All ofthe folowing are organizational considerations when determining the right project management structure EXCEPT A. How important project management is to the success of the organization 1B. What percentage of core work involves projects c Resource availability . Assess current practices and determine any changes that are needed to more ‘effectively manage projects eB Budget constraints Budget constraints are a project consideration and nat an organizational consideration AAcS0;Retecive thrkng Acces: Kotha Leaming Objective: Whats te Rint Projet Management Sacture? ‘et of Ou 2 Mem2, a4, Elizabeth is considering how to structure a project tear that will not directly disrupt ‘ongoing operations. The project needs to be done quickly and a high level of ‘motivation will be needed in order to do that. For this stuation, the frganization would be the best choice. A Functional e Balanced matrix c ‘Weak matrix 5, Strong matrix B Projectized In many cases, the project team approach is the optimum approach for completing a project when you view Isolely rom the standpaint of what is best far completing the project. 2AcS8:Renecive Thins A is Unter Learning Objective: reject Monogemert Structure ‘ve of bey 2 Seam At the project level, which ofthe following isa factor that should influence the choice of project management structure? A ‘The sizeof the project 8 ‘The novelty ofthe project Budget and time constraints D. The strategic importance of the project E. Allof these are factors that should influence the choice of project management structure [At the project level, seven factors should influence the choice of project management structure. They are the sizeof the projec, the strategic importance, the novelty and need fr innovation, the need fer integration, the environmental complexity or the number of external interfaces, budget and time constraints, and the stability of resource requirements. 24080; Retecrve threo Accel Ata Leaming Objective: Whatis the Right eject Managamant Sartre? “vet oF oly: 2 Medan15, 16, Which are the three different matrix systems discussed inthe text? A Funetional, Weak, Strang 8. Balanced, Functional, Projectized Weak, Strong, Balanced 0, Neutral, Weak, Strong Functional, Neutral, Projectized In practice there are really different kinds of systems, depending on the relative authority ofthe project and functional managers. The text discusses the weak fatrix, the balanced matrix and the strong matrix. AAcsa:nenecive Thing Access Ket haraaton Learning Obecive: Project Moragemert Sucre sve of Bic 2 edn coxgarization i a hybrid form in which a horizontal project management Siructure is “overiac in the normal functional hierarchy, Functional Matrix Project Balanced Neutral Matrix managements a hybrid organizational form in which a horizontal project management structure is "overlaid" on the normal functional hierarchy. 4Ac30:Retecive thneng AccoseyAayerd hae Learning Objective: ject Menage’ Sucre ove of bly 2 Sca, 18, Which of the following is NOT trie regarding organizing projects within a matrix arrangement? A. Its flexibility supports a strong project focus that helps alleviate stress among project team members 5. Ibis designed to optimally utiize resources by having indivduals work on ‘multiple projects as weil as being capable of performing normal functional duties, . There are usually two chains of command D. Provides a dual focus between functionaitechnical expertise and project Fequirements that f= missing n ether the project team or the functional approach E, Itis a hybrid form of organization that combines characteristics of both dedicated project teams and functional organization tis true that a matrix arrangement supports a stronger project focus; however, this arrangement is also very stressful for eam members dueto the fact that they are reporting to two managers. AAcsa:Renecive Thing Access Katara harnton Learning Obecive: Project Mropermert Structure evel fbi 3 Hara In which of the folowing isthe balance of authorty strongly in favor of the functional managers? ‘Weak matrix Balanced matrix Strong matrix Matrix Neutral matrix room Ina weak matrix, the functional managers call most of the shots and decide who does what and when the work is completed. AACSB: Reece Ting Accesstiy Keytar agg Learning Objective: Project Monopemen Sucre ‘eve of bitcuty 1 Easy19, 20, All of the following are functions culture plays in an organization EXCEPT A It provides a sense of identity 5. _tthelps legitimize the management system . replaces the need for a project selection process. B.Tthelps create social order. E.Ieclarifies and reinforces standards of behavior. ‘An organization's culture provides a sense of identity, helps legitimize the management system, helps create social order and clarifies and reinforces Standards of behavior, 2acsa:Renecive Thingy Acces Katara harnaton Learning Obective: Orgacatona Cure ioe or ocuy 2 Mem How does someone leam more about an organization's culture? A. Read about the organization 5, Interpret stories about the organization Observe how people interact within the organization 1D. _ Study the physical characteristics of the arganization E. Allof these are examples of how someone can learn more about an organization's culture Physical characteristics (architecture, office layout, décor), public documents {annual reports, vision statements), behavior (pace, language, meetings). and fokiore (stores, heroines, heroes, villains) are all ways to find out more about an organization's culture AACSB: Renecove Thing Acces Ketan Leaning Oblective: Orprzatons Cutie ‘vel Fb 1 Easya, 22, Which organization's culture is MOT a culture a project manager has to be able to ‘operate in or interact with? A. _The culture oftheir parent organization 8. The culture of government and regulatory agencies, C._The culture of vendors and subcontractors 1D. The culture ofthe project's customer or client E, Allof these are cultures a project manager has to be able to operate in or interact with Project managers have to be able to operate in several, potentially diverse, organizational cultures. Aca: nenecive Thing -Acceaiy Kort Ravan {ening Oc ptr of xmncaton! Cast my Paes Which structure would be most appropriate for developing a new, highly Imovative product that has strict time constraints? A Functional organization 8 Balanced matrix “ Dedicated project team D. ‘Strong matrix E ‘Weak matrix ‘A dedicated project team is separate from the rest of the parent organization and ‘ppropriate when the project's highly innovative and when there are budget and time constraints. 2Acs0:Renecive Thing Acces Katona Leming Objective: Whats the Rah Project Managment Stature? ‘vet oF oul? Mean23, 24 From the Ist below, which is NOT a primary characteristic of rganizational culture? A Control 5 Team emphasis c Profitability °. Conflict tolerance E Risk tolerance Organizational culture refers toa system of shared norms, beliefs, values, and ‘assumptions which binds people together, thereby creating shared meanings Profitablity isnot a primary characteristic of organizational culture AAcs0:Renecive Ting Acco: Katara ee aos bimcuae TE Factors in identifying cultural characteristics include all the folowing EXCEPT A Norms, e customs. c Values. D. actitude, E) Alot these are factors in identitying cultural characteristic. Organizational culture refers toa system of shared norms, beliefs, values, and ‘assumptions which binds people together, thereby creating shared meanings. This System is manifested by custome and habits that exempllty the values and beliete ofthe organization, AAcs8:Retectve Thnkng Accel hbitri Learn Objective: Organisations Cure Tove of Biel? Med25, 26, \Who is responsible for determining how tasks will be dane in a weak matrix project management structure? ‘The functional manager ‘The project manager Both the functional manager and the project manager are responsible ‘There is no rule established for who takes responsiblity, This is negotiated mooep Matrix managements a hybrid organizational form in which a horizontal project management structure is overtaia" on the normal functional hiararchy. Ina matrix system, there are usually two chains of command, one along funciona ines and {the other along project lines. Instead of delegating segments ofa project to diferentunits or creating an autonomous team, project participants report Simultaneously to both functional and project managers stn et sec eet an ee ee sae Which of the following cutural characteristic relates to the degree to which employees identify with the organzation as a whole rather than with their type of job or Neld of professional expertise? Member identity, “Team emphasis Managerial focus Unit integration Control mooe> ‘Member identity is the degree to which employees identify with the organization as ' whole rather than with their type of job of field of professional expertise. 2Acs8:Renecive Thing Acces Katara harnaton Learning Oblective: Orgran Cure ‘ive Ftc 1 uy2, 28. Which of the following cultural characteristics relates to the degree to which work activities are organized around groups rather than individuals? A Member identity 8. Team emphasis « Managerial focus °. Unit integration E Control ‘Team emphasis isthe degree to which work activities are organized around groups rather than individuals. Access Keytooa logan Leaning Oblecive: Orgamestona! Culture ‘evel of bine 1 Easy Which of the following cutural characteristic relates to the degree to which rules, policies, and direct supervision are used to oversee and control employee benavier? Memberidentity ‘Team Emphasis Managerial focus Unit integration Control Controls the cultural characteristic that relates to the degree to which rules, policies, and direct supervision are used to oversee and control employee behavior. AAc30:Retectve Thnkng Acces Keyra Learning Oblective: Orparzatona Cutie ‘ive bite aay29, 30, Which of the following cultural characteristics relates to the degree to which groups within the arganization are encouraged to operate in a coordinated or independent manner? Memberidentity “Team emphasis Managerial focus Unit integration Control mpoe> Unit integration isthe degree to which units within the organization are encouraged tooperate n a caordinated or independent manner, Acs: Retectve Tanking Acces Kener aati, Learning Onlective: Orpeatona Cute ‘te of Bil? Maa Which of the following cukural characteristics relates to the degree to which ‘management focuses on outcomes rather than an techniques and processes used toachieve those outcomes? Risk tolerance Reward criteria Conflict tolerance Means versus end orientation ‘Open-systems focus mpoe> Means versus end orientation is the degree to which management focuses on ‘outcomes rather than on techniques and processes used to achieve those results. AACS; Retecte nrg ors Onn ewnng objective rgencatens are ‘owe bieuy t aay31 32, 33, ‘The personality of an organization isa simple explanation of organizational culture Organizational culture refers toa system of shared norms, beliefs, values, and assumptions which binds people together, thereby creating shared meanings. eset 9 on a, ‘The approach to project management that uses the existing hierarchy of the ‘organization to manage projects is. ‘organization functional One approach to organizing projects isto simply manage them within the existing functional hierarchy of the organization. Once management decides to implement a project, the different segments ofthe project are delegated to the respective functional units with each unit responsibie for complating its segment af the project acs fetecine ting Learning Obecive: Projet Menermer Sucre ‘lve bac I aay ‘No radical alteration in the design or operation of the parent organization is a major advantage of organization functional Once management decides ta implement a project, the diferent segments of the project are delegates to the respective functional units with each unit responsible for completing its segment ofthe project. No change in the design or operation of, the parent organization isa major advantage to a functional organization, mesngerets et nny nc: agate saa an34 35, ‘Two of the major disadvantages of the. ‘organizational approach are that projects may lack focus and it can takeTongarta complete projects, functional ‘These disadvantages are particularly pronounced when the scope of the project is. broad and one functional department does not take the dominant technological and ‘managerial lead on the project. AACSB: Reeve Thing Cosh ©2014 Mew ion Alesana Ne Leaming Objective Project Monogemere scare vet of ou 2 Seam Firm where projects ate the dominant form of business and the entire organization Is designed to support project teams are usually structured as a(n) organization ‘projectized Instead of one or two special projects the organization consists of sets of quas- independent teams working on specific projects. This type of organization is referred to in the literature 95 a projectized organization ARCS@: Reece Thnk vet of bie 2 Beau36 a1, 2 high level of motivation and the tendency for projects to get dane more quickly fare benefits of using the ‘organizational approach to project management. projectized ‘Anigh evel of motivation and cohesiveness often emerges within the project tearm, Participants share a common goal and personal responsibility toward the project and the team, Asc, pefcve king Leaming Objective: Project Mengemart Sucre vet of oy 2 Meum High project costs and dificult post-project transition are two evident weaknesses ofan) organization -projectized Disadvantages ofa projectized organization include high project costs, internal strife, limited technological expertise and dificulk post project transition acs king ioe One: eo Oc 2 Med38, 39 40, Ina) system, there are usually two chains of command, one along functlo7@ITAGS and the other along project lines. matrix Matrix managementis a hybrid organizational form in which a horizontal project ‘management structure Is “overaia® on the normal functional hierarchy, ACS@: Reeve Tk eve of Dinca 1 Easy The structure is designed to optimaly utilize resources by having Individuats work on multiple projects as well as being capable of performing normal Functional duties, matrix Instead of delegating segments of a project to different units or creating an autonomous team, project participants report simultaneously to both functional and project managers. Ascso,petectne tinting Learning Obecive Prjct Menogemert Scare set of be 2 Meum ‘A matrix in which the balance of authority is strongly on the side of the project. franager le dezeribed a5 strong ‘When the dominant organization culture inhibits collaboration and innovation, itis ‘advisable to insulate the project team from the dominant culture. Here it becomes. hecessary to create a self-sufficient project team. Ifa dedicated project team is Impossible because of resource constraints, then atleast project matrix should be Used where the project manager has dominant control over the project. In both ‘eases, the managerial strategy Isto create a distinct team subculture where a new Set of norms, customs, and values evolve that will conducive to project completion, AAc30:fotectve Thnkng ‘some! Uraernan tne Cues: seo Oc 2 MemaL 2 43, ‘A matin which the balance of authority is strongly on the side of the functional manager is described as, weak “This form is very similar to functional organization with the exception that there is @ {formally designated project manager responsible for coordinating project activities, Functional managers call most of the shats and decide wha does what and vinen the work is completed, AAS: Reective Thnk Learning Obecive: Project Magee Sucre veto Bicly 2 seam High levels of stress and dysfunctional conflict are disadvantages of a(n) organization, matrix Matrix management violates the management principe of unity of command, Project participants have atleast two bosses-—their functional head and one or mote project managers. This can result in high levels of stress and dysfunctional confi. acs ptectne tiking Leaming Objective: Project Megemert Sucre Tet of oy? Seam The ‘matrix form of project organization is tkely to enhance project integration, diminish internal power struggles, and ultimately improve control of project activities and costs strong ‘The strong matrix most closely resembles a dedicated project team, The functional manager is consulted on a need basis. This is likely to enhance project integration, {iminish internal power struggles, and ultimately improve contro! of project activities and costs. scsi king tog Cue: ese oF OS: 2 Meanaa, 45, 46, The ‘matrix form of project organization is tkely to improve technical quality 35 well as provide a better system for managing conflict across projects Because the functional manager aszigne personnel to different projects weak “The weak matrix most closely resembles functional organization, The project manager basically acts as a staff assistant wha draws the schedules and checklists, Collects information on status of work, and facilitates project completion, This is likely to improve technical quality as well as provide a vetter system for managing confit across projects because the functional menager assigns personnel to diferent projects ANC, pec king Learning Objective: ject Menogeman Sacre vet of bey 2 Seu The ‘matrix form of project organization can achieve better equilibsum betvigen technical and project requirements, butit isa very delicate system to create and manage. balanced ‘Ths isthe cassie matrbcin whieh the project manager is responsible for detining vhat needs to be accomplished while the functional managers are concerned with how it willbe accompiisied. More specifically, the project manager establishes the ‘overall plan for completing the project, integrates the contribution of the different ‘isciplines, sets schedules, and monitors progress. Masia et ree oe of acute Stars project teams should be used for urgent projects in which the nature of the Work requires people working steadily from beginning to end. Dedicated Strong budget and time constraints and high stability of eesource requirements imply more autonomy ang authority thatthe project manager and the project team heed to be successful. This translates into using a dedieated project team. acs petecine tinting Leaning Obectve: oa is the lan Project Managment Sractire? ‘vet or Bey 7 Meana7 48, a9, 50 Cont tolerance, risk tolerance, reward criteria and unit integration are all examples of cultural characteristics Research suggests that there are 10 primary characteristics which capture the essence of an organization's culture. These include conflict talerance, risk tolerance, renard criteria and unit integration, acs ftetne titng Leaning Obective: Orsarzatona Cure ‘ive teas sy Research suggests that there isa strong connection between project management structure, organizational ‘and project success. ‘culture Culture reflects the personality ofthe organization and, similar to an individual's personality, can enable us to predict attitudes and behaviors of organizational embers esata Lent es aes a Ban organization refers to asystom of shared norms, beliefs, values, and ‘assumptions Wich bind people together, hereby creating shared meanings. Organizational culture refers toa system of shared norms, beliefs, values, and ‘assumptions which binds people together, thereby creating shared meanings AACS; Reece Then Leaning Obfective: Orgomestona! Cuore ‘evel of bmeuy 1 Easy “The more autonomy and authorty the project manager and project team need to be successful, the more appropriate a decicated project team or a(n} matrix structure sto manage the project, strong ‘A dedicated project team or a strong matrix is most appropriate when project Consideration factors such as project size, strategic importance, and need for Innovation are high, acon, petecine tinting Leong Ojetve: Whats the Rg Project Manoerene Stature?51 52 53, eve of Demet: 2 Mean When most ofthe project work can be done within a specified department and any coordination with other departments can be done easily through normal franagement channels, ‘organization is most appropriate functional “The functional organization is also commonly used when, given the nature of the project, one functional area plays a daminant role in completing the project or has 5 dominant interest in the success ofthe project. AAS; Retective Tang Leaming Objective: Whats the Right Project Management Structure? Tvl of Bel: ? Medan ‘The cultural characteristic that refers to the degree to which rewards such as promotion and salary increases are allocated according to employee performance Father than senionty, favoritism, or other nonperformance factorsis known as reward criteria Reward criteria reflect the degree to which rewards such as promotion and salary Increases are allocated according to employee performance rather than seniorky, favoritism, or ather nenperfarmance factors. AACSB: Reective Thing Learning Obese, Orpnzatona Cure ‘te of Biel? Mem “The cultural characteristic that refers to the degree to which employees are encouraged fo air conflicts and criticisms openly is known a conflict tolerance Conflict tolerance isthe degree to which employees are encouraged to alr conflicts ‘nd enitclsms openly, AACSB: Reecive Thking Learning Onesie: Orpnzatona ule ‘te of Biel? Mu54, The cultural characteristic that refers to the degree to which the organization monitors and responds to changas in the external environment is known a open-systems focus Open-systems focus is the degree to which the organization monitors and responds tocchanges in the external environment, esata et vo Osetia 2 eam 55, The cultural characteristic that refers tothe degree to which employees are encouraged to be aggressive, innovative, and risk seeking isknown as Fisk tolerance Risk tolerance isthe degree to which employees are encouraged to be aggressive, Innovative, and risk seeking. Mesias sents one et ee True / False Questions 56, While organization culture is important to the overall function of an organization, it has minor influence on its project management. FALSE CCutture rents the personality ofthe organization and, similar to an individual's personality, an enable us to predict attitudes and behaviors of organizational rombers 2Acs0:Renecive Thing Accesy Retr hagaton Learning Onlective:Orgrzatona Cure ‘ive ovbmeuty 1 Ey31, 58, 59, ‘There are often considerable liferences in how projects are managed within certain ems, even when similar project management structures are being used. TRUE For example, working in a matrix at ATT is diferent from working in a matric environment at Hewlett-Packard AAcS8:Retective Tanking Acces Keytar aati sc of buy 2 Sedum ‘The projectized form of project management structure is commorly used when one functional area plays a dominant role in completing the projector has a dominant Interest in the success of the project, FALSE ‘The functional organization is commonly used when, given the nature of the project, one functional area plays a dominant role in completing the project or has, 2 dominant interest in the success of the project. 2cs0:Renecive Thinking i ons Unter Leaming Objective: Project Menogemert Structure vet of beuy 2 Mean ‘The matrix form of project management structure s a good choice when resource usage needs to be optimized by having individuals work on multiple projects while still performing functional duties. TRUE “The matrix structure is designed to optimally utilize resources by having individuals work on multiple projects as well as being capable of performing normal functional sities, AACSB: Retective Thnkng Accesaty Kotor Ragan evel of oly: 2 Mech60, 61 2, ‘A disadvantage of using the functional form of project management structure is that projects generally take longer to completa. ‘TRUE lt generally takes longer to complete projects through this functional arrangement. “This is in part attributable to siow response time. Project information and decisions have to be circulated through normal management channels, Aca: Renecive Thing Acces Keira harnaton Learning Obecive Praject Menogemert Sucre vet oF Ocul 2 Mean ‘The functional project team is usually physically separated from the parent ‘organization and given the primary directive of accomplishing the objectives of the project. FALSE Dedicated project teams are teams which operate as separate units from the rest ofthe parent organization, Usually a full-time project manager is designated to pull together a core group of specialists wha work full ime on the project AAcS0;Retecive Thnk Acco kbar Learing Objective: ject Monomer Sucre ‘eve oF bic 1 Easy In the projectized form of project management structure, there is limited technological expertise when compared to the functional or matrix organization. ‘TRUE Creating self contained teams inhibits maximum technological expertise. It is limited Somewhat tothe talents and experiance ofthe specialists assigned tothe project AACSB: Retectve Then Access: Ketone " evel of oly: 2 Mech63, 64, 6s, “The projecized form of project management structure is a good choice when speed ‘of completion is important and the project needs to be implemented without rectly disrupting ongoing operations. TRUE Projects tend to get done more quickly when participants devote their full attention tothe project and are not distracted by other obligations and duties. AACS0;Retective Thnkng Accel hbo ace Leaning Objective: ject Meagan Sucre vet of biel 2 Se One of the majar disadvantages of the projectized form of project management structure is that ittands to be more expensive than other forms of arganization, TRUE “The projectzed form is expensive. Not only have you created a new management position (project manager, but resources are also assigned on a ful-time basis. ‘This can result in dupication of efforts across projects anda loss of economies of scale AAcs0:Renecive Ting Access Retard harnaton Learning Obecive: Project Monomer’ Sucre ‘evel oF Dieu 1 aay One advantage of a matrix project management structure & that tis fast and easy toimpiement. FALSE A matrix structure cannot be installed overnight. Experts argue thatittakes 3.5 ‘years fora matrix structure ta fully mature. Aca: Renecive Thing Acces Keytar again Learning Obecive: Project Mnogemert Sucre veto bie 2 Mean66, 67, 8, ‘A mate project management structure is a hybrid organizational form in which a horizontal project management structure i "overlaid on the normal functional ierarchy, ‘TRUE Matrix managements a hybrid organizational form in which a horizontal project management structure is “overaig” on the normal functional hierarchy. AAcs0:Renecove Ting Acces tor annton Learning Obecive Project Mopemert Sucre ‘evel oF Dieu 1 aay \When three forms of the matrix project management structure are considered, all share the same advantages and disadvantages and at an equal evel. FALSE When the variant forms of the matrix approach are considered, we can see that advantages and disadvantages are not necessarily true forall three forms. The Strong matrix likely to enhance project integration, diminish internal power Struggles, and titimately improve control of project activities and costs. On the downside, technical quality may suffer because functional areas have less control ‘ver their contributions AAcS8:Retecive Then Acces Keytar aati Leeming Objective Prec Morapermen Sutre evel of bicuy Sard When determining the most appropriate project management structure, considerations nead to be made at the organizational level and at the project level ‘TRUE [Atthe organizational level, the importance of project managementto the success ofthe firm needs to be considered as well as resaurce availabilty. AE the project level, things such as project size, strategic portance and need for innovation need to be considered, Aacsa:nenecive Thing Access Retard harnaton ae ee a self Bcly-? Mesum69, 70. n, Generally, the more autonomy and authority the project manager and the project ‘team need to be successful, the more appropriate to implement either a dedicated project team or a strong project management structure. ‘TRUE ‘The bigger the project, the mare environmertally complex, the tighter the budget and cost constraint, the more autonomy and authority the project manager and the project team need to he successful. Thistranslates into using either a dedicated project team or a strong project matrix sructure, Aacsa:nenecive Thing Access Retard harnaton Leaning Obectve: nats the Ron Project Manogsmen Satie? or omcuty 2 Medan ‘As discussed inthe text, the three forms of matrix project management are weak ‘mixed, and strong, FALSE ‘The three forms are weak, balanced, and strong, stn ra seni ie ita re ee OR ove OF Deut LES Within a matrix project management structure, the extent to which the project manager has direct authority over project participants depends on whether the ‘matrix is weak, balanced, or strong. ‘TRUE In practice there are diferent kinds of matrix systems, depending on the relative authority of the project and functional managers. 2400: Retecrve Taney Access: Kytoors havior Learning Objective: Project Menage’ Sacre vet of oy 2 Meumn 2B 1, Ina balanced matrix form of project management, the project manager is responsible for defining what needs to be accompilshed while the functional managers ate concerned with how itwill be accomplished, TRUE ‘The merger of "what end how" requires both parties to work closely together and Jointly approve technical and operational decisions, AACSB: Reece Ting en lame Une Learning Objective: Project Monogemet Sucre vet oF oul. 2 Sem “The matrix form of project management is notable for the tension it creates between functional managers and project managers wha both bring critical expertise and perspectives to the project. JIBUE “The matix approach is predicated on tension between functional managers and project managers who bring critical expertise and perspectives to the project. Such tension is viewed as a necessary mechanism for achieving an appropriate balance between complex technical issues and unique project requirements, Aac30:Rotectve Thnkng Access Keytar aegaton Learning Obecive Prajct Menagemer Srucure ie of bu 2 Meum Member identity refers to the degree to which work activities are organized around freups rather than individuals. FALSE ‘Team emphasis refers to the degree to which work activities are organized around ‘groups rather than individuals, AACSB: Retective Thnkng Acces: Kotor hago Learning Obiectve:Quamestonat Scture Tevet of Oey 2 eam18, 16. n, Control isthe cultural characteristic that refers to the degree to which management Gecisions take into account the effect of outcomes on peapie within the ‘organization FALSE Management focus refers tothe degree to which management decisions take into account the effect of outcomes on people within the organization, AAcsa:Renecive Ting Acces Ketara harmon Leong Obiecive: Omanacenat sucture Tevet of omc 2 Medan Organizational culture refersto a system of shared norms, belies, values, and ‘assumptions which bind people together. ‘TRUE Organizational culture refers toa system of shared norms, beliefs, values, and ‘assumptions which binds people together, thereby creating shared meanings. This Systems manifested by customs and habits that exempilly the values and beliels, cof the organization, aco; Retecine thrkng Accel Kort Rabat Leaning Objective: Orgarzatona Cutare ‘eve bite 1 aay Unit iegration isthe cultural characteristic that refers tothe degree to which units within the organization are encouraged to operate in a coordinated or independent ‘TRUE Unit integration refers tothe degree to which units within the organization are encouraged to operate ina coordinated or independent manner, Acs: Retectve Thneng ey ame: Onder Learning Oblective: Orpnzatona Cure ‘ive Ftc 1 aay78, There are strong connections among project management structure, organizational culture, and project success. ‘TRUE “There are strong relationships among project management structure, organizational culture, and successful project management. AACS@; Reece Thing Acces: Katara Leaning Objective: mptzavons er Qganzatost Cute for romiing Moje ‘ove ofc eosy 79. Certain aspects of the culture of an organization support successful project management while other aspects deter or interfere with effective management. TRUE “There are subcultures within an organization where difering norms and values exist. Those working in marketing may have different values than those working in finance, AcS8: Reece Ting Accessty navbar again, teonng once means ef crunzsten Care amine Short Answer Questions 80, There are often considerable differences in how projects are managed within certain fms, even ifthe same project management structure's being used, Explain “Answer will vary Feedback: Many researchers attribute these differences to the organizational culture, The organizational culture reflects the personality of the erganization, Learning Obecive:Praject Management Structure oP iBeahy 3 una1, 82, 83, \What is more important for project success, the formal project management structure or the €ulture of the parent organization? “Answer will vary Feedback: The culture of the parent organization is more important than the formal project management structure. The project management structure should derive from the culture of the organization. The culture should reveal what types of projects the organization will do and in turn will be reflected by the project, management structure — evel efor Hard Identify and briefly describe atleast two advantages and two disadvantages of ‘organizing projects within the functional organization “Answer will vary Feedback: Advantages include no alteration in the design or operation of the parent ‘organization, Hexibilty in use of staff, in-depth expertise, ang easy post-projea transition, Disadvantages include lack of focus, poor integration, longer project uration and lack of motivation and ownership. acs pec king Learning objective Project Menagemar Sucre ove oF oly 2 Seam Identify and briefly describe atleast two advantages and two disadvantages of organizing project teams as dedicated project teams. [Answer will vary Feedback: Advantages include simplicity, shorter project duration, strong cohesiveness of project team members and cross functional integration. Disadvantages include high cost, internal strife, ited technological expertise and difficult post project transition acs, ptecine tinting Learning Obecive: Project Monger Sucre84, 83, 86, Identify and briefly describe atleast two advantages and two disadvantages of ‘organizing project tears using the matrix management approach. “Answer will vary Feedback: Advantages include high efficiency, strong project focus, easier post: project tansiton and Nexblity. Disadvantages include dysfunctional conflict, infighting, high levels of stress, and longer project duration esi Identify and briefly describe the three forms of organizing projects using the matrix management approach “Answer will vary Feedback: (1) Weak matrix; (2) Balanced matrix: (3) Strong matrix, AACS: Reece Then Learning Obecive: Project Moogemert Sucre vet of Bculy 2 Meum Compare and contrast the advantages and disadvantage of a weak project management structure and a strong project management structure, “Answer will vary Feedback: The strong matrix slkely to enhance project integration, diminish internal power struggles and improve control. However, technical quality may suffer. The weak matrix Is likey to improve technical quality and provide better onfiet management; however, there may be poor project integration, CSD: Ana ‘Booms: Ay Loaring Onin Pc Manager Stare7, 88, 29, Identify and briefly describe three of the 10 primary characteristics of organization culture “Answer will vary Feedback: Member identity, eam emphasis, management focus, unit integration, Unit integration, contol risk tolerance, reward criteria, conflict tolerance, means Vs. end orientation and open system focus. aacsepetecine tinting Learning Oblective; Orparzatona Cutie te Sf Bel? Moa Culture performs several important functions in organizations. Clanfying and Feinforeing standards of behavior is one of these. Explain and provide an example, Answer will vary Feedback: Culture defines what is permissible and what inappropriate behavior is. “These standards span a wide range of behavior from dress code and working hours tochallenging the judgment of superiors, AAcS0;Roectve Thnkng Learing Objective: Orgrzaeana ure Tevet or oe 2 Moan Describe the difference between 2 "strong" or “thick” culture anda "thin® or *weak™ culture “Answer will vary Feedback: “Strong” or “thick’ are adjectives used to denote a culture in which the ‘organization's core values ang customs are widely shared within the entire ‘organization, Conversely, a"thin’ or "weak" culture is one that's not widely shared, fr practiced within a firm. AACS jes Onset Learning Objectives Orgarzatana Caine ‘ee or Bercy 2 Mean90, Briefly describe two ways to diagnose the culture of an organization and give an example of each “Answer will vary Feedback: (1) Study the physical characteristics of an organization: (2) Read about the organization; (3) Observe how people interact within the organization; (4) Interpret stories and folklore surrounding the organization, acs fetecine tinting Learning Oblective: Oranzatona Cire ‘ve SY imc? Seam