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CHAPTER 5: MANAGEMENT FUNCTIONS
(Difficulty: E = easy, M = medium, H = hard)
(M) 1. Which one of the following is not one of the three steps of controlling?
A. Monitoring
(E) 2. According to Douglas McGregor, team members that require supervision, direction,
and threat of punishment for noncompliance are called _____ employees.
D. Noncompliant
(E) 3. William Ouchi’s approach that managers in Japanese companies have a better
relationship with their subordinates falls under:
A. Theory X
(E) 4. Which of Maslow’s levels would be a motivational force for newly hired employees?
D. Self-esteem
(M) 5. An employee who would turn down a promotion in order to remain as a project
manager would most likely be at which level of Maslow’s hierarchy of needs?
(M) 6. Herzberg believed that the bottom three levels of Maslow’s hierarchy of needs are:
D. Esteem drivers
(M) 7. Authority comes from _____, whereas power comes from _____.
(E) 8. The document that is prepared at the beginning of a project in order to clarify the roles
and responsibilities of the team members is called a:
A. Responsibility clarification table
(E) 9. Which of the following are factors to be considered when providing project managers
with authority?
A. The size, nature, and business base of the company
(E) 10. Which of the following is the most common type of project authority?
A. De jure
(H) 11. Which of the following type of authority would come from the project manager’s job
description?
D. Implied
(M) 12. If the project manager’s authority is not documented, then the project manager is
expected to assume whatever authority he/she needs to get the job done.
(E) 13. Which of the following people has the greatest influence on how much authority a
project manager will possess on a given project?
A. The customer
(E) 14. Which of the following types of interpersonal influences comes from the recognition
that the project manager is officially empowered to give orders?
D. Referent power
(M) 15. Which of the following types of interpersonal influences would be representative of
workers that are attracted to a particular project?
A. Legitimate power
(E) 16. Which type of interpersonal influences would be represented by a project manager that
has a command of technology?
A. Legitimate power
(M) 17. Which of the following type of interpersonal influence has as its source the individual
rather than the company?
A. Legitimate power
(M) 18. Coercive power most often represents:
A. Legitimate power
(H) 19. Laissez-faire leadership most likely represents:
A. Telling
(H) 20. Democratic leadership most likely represents:
A. Telling
(M) 21. The most difficult decision for a project manager is to say:
A. OK! I’ll do it.
(E) 22. Waiting for people, incomplete work, and numerous telephone calls are referred to as:
D. Cause and effect relations
(M) 23. Two common time management forms, as described in the book, are called:
A. To-do pad and project scheduler
(E) 24. Stress and burnout in project management are usually due to the project manager’s
inability to implement effective time management practices.
(M) 25. Project managers that refuse to delegate and have limited faith in the ability of the
team create time management problems for:
D. The client
