Deck 12: Development Team Management

Question 1

In a functional organization structure, _____.

A) team members are informed about key issues, and communication is comparatively easy
B) the work is high risk and mainly involves the development of new-to-the-world products
C) most of the power leans toward the project manager
D) team people are project people first and functional people second

Answer 1

A

Question 2

When selecting the members of a new product team, it is important to remember that none of them should be on the team as the representative of a group of others "back home" in their department.

Answer 2

False

Question 3

Functional areas tend to focus more on company goals than their own goals.

Answer 3

False

Question 4

If product development entails only minor variations to a standard product, higher projectization is the preferred option.

Question 5

Which of the following organizational options exhibits the highest degree of projectization?

A) The functional option
B) The functional matrix option
C) The balanced matrix option
D) The venture option

Question 6

In the _____, both functional and project views are critical-neither ongoing business nor the new product should be the driver.

A) functional option
B) balanced matrix option
C) venture option
D) project matrix option

Question 7

In which of the following organizational options does the project manager have the least amount of power?

A) Project matrix option
B) Venture option
C) Functional matrix option
D) Functional option

Question 8

For risky projects, rewards tied to the project's profit outcome tend to enhance performance.

Question 9

Dysfunctional conflict management styles such as withdrawal are better at fostering a positive environment for innovation than integrative styles such as forcing a solution.

Question 10

A skunkworks environment, designed to identify new ideas or solutions to new product-related problems, is an example of a _____.

A) project matrix option
B) balanced matrix option
C) functional option
D) venture option

Question 11

Most innovative firms generally follow a dual ladder system.

Question 12

A network consists of nodes, links, and operating relationships.

Question 13

The lower the projectization, the more powerful is the project leader.

Question 14

For product improvements and near line extensions, new products people must take the culture of an ongoing organization.

Question 15

Virtual teams can meet in synchronous or asynchronous mode.

Question 16

Which of the following organizational options offers the least project focus?

A) Functional option
B) Functional matrix option
C) Balanced matrix option
D) Venture option

Question 17

GDTs 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.

Question 18

A product champion's role is to maintain corporate hierarchy.

Question 19

Which of the following is true of the balanced matrix option?

A) The balanced matrix option is the most lightweight of the different types of matrix structures.
B) The balanced matrix option extends projectization to its ultimate and is most useful for new-to-the-world products.
C) In the balanced matrix option, both functional and project views are critical.
D) In the balanced matrix option, team members are totally oriented to their functions or departments, and not to the project.

Question 20

Nodes refer to how people important to a project are reached and what important ties they have to others in the network.

Question 21

In the context of selecting team members to build a new products team, which of the following is true of extended team members?

A) They are active throughout the team and are supported by ad hoc team members.
B) They are usually those people who are involved in managing functional clusters.
C) They may come from another division of the firm, corporate staff, or another firm.
D) They are usually people from important departments whose importance is brief in time and thus not needed on the core team.

Question 22

In the context of cross functional interface management, what does withdrawal entail?

A) Collaborative problem solving to reach a mutually agreeable solution
B) Reaching an acceptable compromise solution
C) Seeking a superficial solution
D) Avoiding the issue

Question 23

A culture of _____ will help firms harness creativity, share information among departments, encourage growth of intellectual capital, and get more efficient in new product development.

A) functional discipline
B) secrecy
C) collaboration
D) departmental loyalty

Question 24

Which of the following statements is true regarding the venture approach to organizational structure?

A) It involves the lowest degree of projectization.
B) Functional area managers are strong and can dominate the project leader.
C) The venture is typically kept in the regular organization.
D) It is most useful for new-to-the-firm products.

Question 25

In the context of integrative conflict management styles, what does confrontation entail?

A) Avoiding the issue
B) Reaching an acceptable compromise solution
C) Collaborative problem solving to reach a mutually agreeable solution
D) Seeking a superficial solution

Question 26

In the context of building a new products team, which of the following is true of leaders?

A) They must look at things only from their point of view.
B) They must have strong self-confidence based predominantly on ego rather than experience.
C) They must be able to lead others with direct authority.
D) They must be able to spot the need for change and convince others of this need.

Question 27

In the context of cross functional interface management, seeking a superficial solution is known as _____.

A) withdrawal
B) smoothing
C) give-and-take
D) confrontation

Question 28

Those people who are involved in managing functional clusters comprise the _____ team.

A) core
B) ad hoc
C) product champions
D) extended

Question 29

In the context of the competencies tied to radical innovation, _____ refer to the process of transitioning the radical opportunity into a business proposal.

A) incubation
B) acceleration
C) discovery
D) projectization

Question 30

Which of the following statements is true regarding team compensation and motivation?

A) For comparatively long projects, it is preferable to reward the team's processes during product development.
B) Very few firms use a combination of monetary and nonmonetary rewards to motivate their teams.
C) Outcome-based rewards for risky projects may be viewed as the best way for rewarding the team.
D) If the project is relatively less complex, rewards tied to the project's profit outcome tend to enhance performance.

Question 31

_____ in a network indicate how people who are important to the project are contacted and motivated to cooperate in the project.

A) Nodes
B) Links
C) Associations
D) Operating relationships

Question 32

Identify 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.

A) Departmental matrix option
B) Balanced matrix option
C) Functional matrix option
D) Project matrix option

Question 33

The most heavyweight of the three matrix structures is the:

A) project matrix structure.
B) functional matrix structure.
C) balanced matrix structure.
D) departmental matrix structure.

Question 34

Which of the following statements is true regarding the functional matrix organizational structure?

A) In the functional matrix structure, team people are project people first and functional people second.
B) In the functional matrix structure, both functional and project views are critical.
C) The functional matrix structure involves the lowest degree of projectization.
D) The functional matrix structure is the most useful for new-to-the-world products.

Question 35

Who amongst the following has the role of "pushing" product projects past obstacles or roadblocks?

A) Ad hoc team member
B) Product champion
C) Isolate
D) Extended team member

Question 36

In firms that have adopted a venture approach to organizational structure, _____.

A) team members think like functional specialists, and their bosses back in the departments win most of the face-offs
B) projectization is low, and team members are functional people first and project people second
C) both functional and project views are critical-neither ongoing business nor the new product should be the driver
D) projectization is the highest, and team members are pulled out of their departments and put to work full time on the project

Question 37

Which of the following is a competency tied to radical innovation that is responsible for creating, recognizing, and articulating radical innovation opportunities?

A) Discovery
B) Incubation
C) Acceleration
D) Projectization

Question 38

Leaders must be _____; they must be able to spot the need for change and convince others of this need.

A) general managers
B) receptors
C) isolates
D) integrators

Question 39

Team members from important departments, such as packaging, legal, and logistics, whose importance is brief in time, are typically _____.

A) core team members
B) ad hoc team members
C) extended team members
D) product champions

Question 40

Nodes, links, and operating relationships come together to form a(n) _____.

A) network
B) association
C) product champion group
D) core team

Question 41

Discuss the various problems associated with globally dispersed teams.

Question 42

Globally dispersed teams or GDTs have increased in prominence because:

A) accelerated product life cycles require that expertise should be gathered from wherever it resides.
B) interpreting very complex problems using e-mails or a company intranet is easier than by meeting in person.
C) creativity seems to be much higher in these teams than in in-person teams.
D) so far, they have, in general performed better than domestic teams.

Question 43

What are the various organizational structure options for a new products organization?

Question 44

What are the various conflict management styles?

Question 45

What are the characteristics of a culture of collaboration?