Exam 9: Project Human Resource Management

Managers who believe in McGregor's _____ assume that individuals do not inherently dislike work, but consider it as natural as play or rest.

_____ involves using incentives to induce people to do things.

The highest level of needs in Maslow's structure is referred to as a _____ need.

_____ a highly respected psychologist, rejected the dehumanizing negativism of psychology and proposed the hierarchy of needs theory.

According to McClelland's acquired-needs theory, people who need personal _____ want to direct others and can be seen as bossy.

In the Tuckman model, _____ occurs when the emphasis is on reaching the team goals, rather than working on team process.

In the Tuckman model, _____ occurs as team members have different opinions as to how the team should operate.

The _____ presents subjects with a series of ambiguous pictures and asks them to develop a spontaneous story for each picture, assuming they will project their own needs into the story.

Managers who believe in Theory Y assume that workers dislike and avoid work if possible, so managers must use coercion, threats, and various control schemes to get workers to make adequate efforts to meet objectives.

The _____ allocates work to responsible and performing organizations, teams, or individuals, depending on the desired level of detail.

A(n) _____ is a specific type of organizational chart that shows which organizational units are responsible for which work items.

The forcing mode is one in which the project manager deemphasizes or avoids areas of differences and emphasizes areas of agreement.

_____ involves using punishment, threats, or other negative approaches to get people to do things they do not want to do.

_____ means more resources than are available are assigned to perform work at a given time.

Legitimate power involves using personal knowledge and expertise to get people to change their behavior.

_____ is the concept that the whole is equal to more than the sum of its parts.

Psychologist David Merril describes _____ as reactive and task-oriented.

Managers who follow _____ assume that the average worker wants to be directed and prefers to avoid responsibility.

The main outputs of the _____ process are team performance assessments and enterprise environmental factors updates.

_____ is listening with the intent to understand.