Deck 14: Development Team Management

Question 1

Which of the following organizational structure options is best suited for developing low-risk,product improvement projects?

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

Answer 1

D

Question 2

Cross-functional problems are usually much more combative than they are depicted.

Answer 2

False

Question 3

_____ is defined as the extent to which participants in the process see themselves as independent from the project or committed to it.

A)Functional orientation
B)Projectization
C)Politicization
D)Authoritarianism

Answer 3

B

Question 4

Collaboration is an intense and complex form of integration that will produce synergy among functional areas.

Question 5

The lower the projectization,the more the power leans toward the project manager.

Question 6

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

Question 7

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

Question 8

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

Question 9

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

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

Question 10

The members of which of the following new products organizations are most likely to be almost totally oriented / loyal to their departments?

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

Question 11

The product champion's role is to maintain corporate hierarchy and persuade other people in the firm to support innovation.

Question 12

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

Question 13

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 14

The highest degree of projectization is evidenced by use of which of the following forms of new products organization structure?

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

Question 15

Virtual teams can meet in synchronous or asynchronous mode.

Question 16

"Isolates," as a result of their exceptional technical expertise,are usually the most productive members of a new products team.

Question 17

"Empowerment" is really just another term for delegation.

Question 18

A pressing problem on new product teams is keeping the group enthusiastic.

Question 19

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

Question 20

Champions are mostly from marketing.

Question 21

To have ownership,_____ helps assure that no one will take ownership without the skills and knowledge required by the task.

A)empowerment
B)motivation
C)training
D)commitment

Question 22

Team members from packaging,legal,or 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 23

Lockheed's Skunkworks,a group of researchers pulled out of their familiar departments and routine activities to concentrate on specific innovation targets,is a good illustration of a _____ (the venture may be kept in the regular organization,or it may be spun outside the current division).

A)spinout venture
B)spin-off venture
C)functional organization
D)functional matrix

Question 24

In a _____ venture,team members are pulled out of their departments and put to work full time on a project outside the current division or company.

A)delegated
B)spinout
C)spin-off
D)matrix

Question 25

The _____ option of the new products organization structure extends projectization to its ultimate and is most useful for new-to-the-world or new-to-the-firm products.

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

Question 26

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)Functional
B)Balanced matrix
C)Project spinout
D)Project matrix

Question 27

Microdata Corp.wants all members of its new product team to "buy-in" to the project.The firm is hoping to encourage _____.

A)product championship
B)synergy
C)empowerment
D)ownership

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

A possible drawback of _____ area managers are that they are strong and can dominate the project leader,weakening his / her effectiveness.

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

Question 30

_____ respect others and welcome information from them but do not desire personal relationships.

A)Leaders
B)Isolates
C)Receptors
D)Integrators

Question 31

Which of the following statements is true regarding a functional matrix organization?

A)Team people are project people first and functional people second.
B)Both functional and project views are critical.
C)It involves the lowest degree of projectization.
D)It is most useful for new-to-the-world products.

Question 32

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

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

Question 33

If state-of-the-art operational expertise is critical to project success,a _____ type of organization might be better,as it encourages the development of high-level technical expertise.

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

Question 34

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,weakening his / her effectiveness.
C)The venture is typically kept in the regular organization.
D)It is most useful for new-to-the-firm products.

Question 35

_____ are deep specialists in their field and really want nothing to do with people from other functions.

A)Leaders
B)Receptors
C)Isolates
D)Integrators

Question 36

The ideal culture for innovative new products is one of _____.

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

Question 37

Ideally,collaboration creates _____.

A)competition
B)synergy
C)dysfunctional conflict
D)functional loyalty

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

Higher projectization is preferred when:

A)not much innovation is required.
B)product improvements are to be made.
C)speed to market is critical.
D)the work involves the present line of products.

Question 40

People who excel at interacting with people from other departments / firms are called _____.

A)champions
B)isolates
C)receptors
D)integrators

Question 41

Globally dispersed teams (GDTs)have increased in prominence because:

A)accelerated product life cycles require that expertise should be gathered form 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 42

Integrative conflict management styles such as _____ (collaborative problem solving to reach a mutually agreeable solution)are better at fostering a positive environment for innovation than dysfunctional styles.

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

Question 43

Discuss the various problems associated with globally dispersed teams.

Question 44

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

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

Question 45

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 46

Which of the following conflict management styles collaboratively solves a problem to reach a solution the parties are committed to?

A)Smoothing
B)Withdrawal
C)Give and take
D)Confrontation

Question 47

What are the characteristics of a culture of collaboration?

Question 48

In recent years,the _____ team has increasingly assumed the role of "champion" since all should have strong concept commitment.

A)core
B)extended
C)ad hoc
D)supply

Question 49

What are the three categories of people based on their interrelationships outside their departments?

Question 50

_____ 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 51

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

Question 52

What are the various conflict management styles?

Question 53

In this conflict management style,team members with unpopular positions do not think it is worth the trouble and back out of the decision.

A)Smoothing
B)Withdrawal
C)Forcing
D)Give and take

Question 54

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

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

Question 55

Which of the following individual's role does not drive anything but is higher up in the firm,is supportive,and lends encouragement and endorsement to the champion?

A)Innovator
B)Integrator
C)Receptor
D)Sponsor