Quiz
Chapter 14
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Questions in this quiz (50)
1Lower the projectization, the more the power leans toward the project manager.
- ATrue
- BFalse
2If product development entails only minor variations to a standard product, higher projectization is the preferred option.
- ATrue
- BFalse
3Collaboration is an intense and complex form of integration that will produce synergy among functional areas.
- ATrue
- BFalse
4In the context of building a team, the term "empowerment" is synonymous with delegation.
- ATrue
- BFalse
5Isolates, as a result of their exceptional technical expertise, are usually the most productive members of a new products team.
- ATrue
- BFalse
6A product champion's role is to maintain corporate hierarchy.
- ATrue
- BFalse
7A sponsor is lower up in the corporate ladder and is supported by a product champion.
- ATrue
- BFalse
8A network consists of nodes, links, and operating relationships.
- ATrue
- BFalse
9Nodes refer to how people important to a project are reached and what important ties they have to others in the network.
- ATrue
- BFalse
10Dysfunctional conflict management styles such as withdrawal are better at fostering a positive environment for innovation than integrative styles such as forcing a solution.
- ATrue
- BFalse
11Functional areas tend to focus more on company goals than their own goals.
- ATrue
- BFalse
12Most innovative firms generally follow a dual ladder system.
- ATrue
- BFalse
13For risky projects, rewards tied to the project's profit outcome tend to enhance performance.
- ATrue
- BFalse
14Virtual teams can meet in synchronous or asynchronous mode.
- ATrue
- BFalse
15GDTs use e-mail and phone to discuss design changes, but these tools are limited in that team members cannot work easily with three-dimensional models.
- ATrue
- BFalse
16In a functional organization structure, _____.
- Ateam members are informed about key issues, and communication is comparatively easy
- Bthe work is high risk and mainly involves the development of new-to-the-world products
- Cmost of the power leans toward the project manager
- Dteam people are project people first and functional people second
17In which of the following organizational options does the project manager have the least amount of power?
- AProject matrix option
- BVenture option
- CFunctional matrix option
- DFunctional option
18Which of the following organizational options offers the least project focus?
- AFunctional option
- BFunctional matrix option
- CBalanced matrix option
- DVenture option
19A think-tank environment, designed to identify new ideas or solutions to new product-related problems, is an example of a _____.
- Aproject matrix option
- Bbalanced matrix option
- Cfunctional option
- Dventure option
20In the _____, both functional and project views are critical—neither ongoing business nor the new product should be the driver.
- Afunctional option
- Bbalanced matrix option
- Cventure option
- Dproject matrix option
21Which of the following organizational options exhibits the highest degree of projectization?
- AThe functional option
- BThe functional matrix option
- CThe balanced matrix option
- DThe venture option
22Which of the following is true of the balanced matrix option?
- AThe balanced matrix option is the most lightweight of the different types of matrix structures.
- BThe balanced matrix option extends projectization to its ultimate and is most useful for new-to-the-world products.
- CIn the balanced matrix option, both functional and project views are critical.
- DIn the balanced matrix option, team members are totally oriented to their functions or departments, and not to the project.
23The most heavyweight of the three matrix structures is the:
- Aproject matrix structure.
- Bfunctional matrix structure.
- Cbalanced matrix structure.
- Ddepartmental matrix structure.
24In the context of the competencies tied to radical innovation, _____ refer to the process of transitioning the radical opportunity into a business proposal.
- Aincubation
- Bacceleration
- Cdiscovery
- Dprojectization
25Higher projectization is preferred when:
- Anot much innovation is required.
- Bproduct improvements are to be made.
- Cspeed to market is critical.
- Dthe work involves the present line of products.
26Which of the following statements is true regarding the functional matrix organizational structure?
- AIn the functional matrix structure, team people are project people first and functional people second.
- BIn the functional matrix structure, both functional and project views are critical.
- CThe functional matrix structure involves the lowest degree of projectization.
- DThe functional matrix structure is the most useful for new-to-the-world products.
27Which of the following statements is true regarding the venture approach to organizational structure?
- AIt involves the lowest degree of projectization.
- BFunctional area managers are strong and can dominate the project leader.
- CThe venture is typically kept in the regular organization.
- DIt is most useful for new-to-the-firm products.
28In firms that have adopted a venture approach to organizational structure, _____.
- Ateam members think like functional specialists, and their bosses back in the departments win most of the face-offs
- Bprojectization is low, and team members are functional people first and project people second
- Cboth functional and project views are critical—neither ongoing business nor the new product should be the driver
- Dprojectization is the highest, and team members are pulled out of their departments and put to work full time on the project
29Identify the new products organization option where there is recognition of the occasional need for stronger project push, projectization is high, and team people are project people first and functional people second.
- ADepartmental matrix option
- BBalanced matrix option
- CFunctional matrix option
- DProject matrix option
30Which of the following is a competency tied to radical innovation that is responsible for creating, recognizing, and articulating radical innovation opportunities?
- ADiscovery
- BIncubation
- CAcceleration
- DProjectization
31A culture of _____ will help firms harness creativity, share information among departments, encourage growth of intellectual capital, and get more efficient in new product development.
- Afunctional discipline
- Bsecrecy
- Ccollaboration
- Ddepartmental loyalty
32Ideally, collaboration between functional areas results in _____.
- Acompetition
- Bsynergy
- Cdysfunctional conflict
- Dfunctional loyalty
33Microdata Corp. wants all the members of its new product team to "buy-in" to the project. The firm is hoping to encourage _____.
- Aproduct championship
- Bsynergy
- Cempowerment
- Downership
34To have ownership, _____ helps assure that no one will take ownership without the skills and knowledge required by the task.
- Aempowerment
- Bmotivation
- Ctraining
- Dcommitment
35Leaders must be _____; they must be able to spot the need for change and convince others of this need.
- Ageneral managers
- Breceptors
- Cisolates
- Dintegrators
36People who naturally give and get respect and who love to relate to people from other departments or other firms are called _____.
- Achampions
- Bisolates
- Creceptors
- Dintegrators
37Integrators refer to those people in a firm who:
- Aare deep specialists in their field and prefer to be left alone.
- Brarely play a role in new product team operations.
- Clove to relate to people from other departments or other firms and naturally give and get respect.
- Drespect others and welcome information from them but do not desire personal relationships.
38_____ are deep specialists in their field and really want nothing to do with people from other functions.
- ALeaders
- BReceptors
- CIsolates
- DIntegrators
39Those people who are involved in managing functional clusters comprise the _____ team.
- Acore
- Bad hoc
- Cproduct champions
- Dextended
40Team members from important departments, such as packaging, legal, and logistics, whose importance is brief in time, are typically _____.
- Acore team members
- Bad hoc team members
- Cextended team members
- Dproduct champions
41Who amongst the following has the role of "pushing" product projects past obstacles or roadblocks?
- AAd hoc team member
- BProduct champion
- CIsolate
- DExtended team member
42In recent years, the _____ team has increasingly assumed the role of "champion" since all should have strong concept commitment.
- Acore
- Bextended
- Cad hoc
- Dsupply
43A person who plays the role of a(n) _____ does not drive anything but is higher up in the firm, is supportive, and lends encouragement and endorsement to the champion.
- Ainnovator
- Bisolate
- Creceptor
- Dsponsor
44Nodes, links, and operating relationships come together to form a(n) _____.
- Anetwork
- Bassociation
- Cproduct champion group
- Dcore team
45_____ in a network indicate how people who are important to the project are contacted and motivated to cooperate in the project.
- ANodes
- BLinks
- CAssociations
- DOperating relationships
46In the context of integrative conflict management styles, what does confrontation entail?
- AAvoiding the issue
- BReaching an acceptable compromise solution
- CCollaborative problem solving to reach a mutually agreeable solution
- DSeeking a superficial solution
47In the context of cross functional interface management, seeking a superficial solution is known as _____.
- Awithdrawal
- Bsmoothing
- Cgive-and-take
- Dconfrontation
48In the context of cross functional interface management, what does withdrawal entail?
- ACollaborative problem solving to reach a mutually agreeable solution
- BReaching an acceptable compromise solution
- CSeeking a superficial solution
- DAvoiding the issue
49Which of the following statements is true regarding team compensation and motivation?
- AFor comparatively long projects, it is preferable to reward the team's processes during product development.
- BVery few firms use a combination of monetary and nonmonetary rewards to motivate their teams.
- COutcome-based rewards for risky projects may be viewed as the best way for rewarding the team.
- DIf the project is relatively less complex, rewards tied to the project's profit outcome tend to enhance performance.
50Globally dispersed teams or GDTs have increased in prominence because:
- Aaccelerated product life cycles require that expertise should be gathered from wherever it resides.
- Binterpreting very complex problems using e-mails or a company intranet is easier than by meeting in person.
- Ccreativity seems to be much higher in these teams than in in-person teams.
- Dso far, they have, in general performed better than domestic teams.
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- Bachelor Product/Brand Quiz on Chapter 14, created by jh jhh on 30/10/2016.
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- jh jhh
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- Deutsch
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