Unlock document.
This document is partially blurred.
Unlock all pages and 1 million more documents.
Get Access
1. Lower the projectization, the more the power leans toward the project manager.
2. If product development entails only minor variations to a standard product, higher
projectization is the preferred option.
3. Collaboration is an intense and complex form of integration that will produce synergy
among functional areas.
4. In the context of building a team, the term "empowerment" is synonymous with
delegation.
5. Isolates, as a result of their exceptional technical expertise, are usually the most
productive members of a new products team.
6. A product champion's role is to maintain corporate hierarchy.
7. A sponsor is lower up in the corporate ladder and is supported by a product champion.
8. A network consists of nodes, links, and operating relationships.
9. Nodes refer to how people important to a project are reached and what important ties
they have to others in the network.
10. Dysfunctional conflict management styles such as withdrawal are better at fostering a
positive environment for innovation than integrative styles such as forcing a solution.
11. Functional areas tend to focus more on company goals than their own goals.
12. Most innovative firms generally follow a dual ladder system.
13. For risky projects, rewards tied to the project's profit outcome tend to enhance
performance.
14. Virtual teams can meet in synchronous or asynchronous mode.
15. 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.
16. In a functional organization structure, _____.
17. In which of the following organizational options does the project manager have the least
amount of power?
18. Which of the following organizational options offers the least project focus?
19. A think-tank environment, designed to identify new ideas or solutions to new product-
related problems, is an example of a _____.
20. In the _____, both functional and project views are critical—neither ongoing business nor
the new product should be the driver.
21. Which of the following organizational options exhibits the highest degree of
projectization?
22. Which of the following is true of the balanced matrix option?
23. The most heavyweight of the three matrix structures is the:
24. In the context of the competencies tied to radical innovation, _____ refer to the process of
transitioning the radical opportunity into a business proposal.
25. Higher projectization is preferred when:
26. Which of the following statements is true regarding the functional matrix organizational
structure?
28. In firms that have adopted a venture approach to organizational structure, _____.
29. 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.
30. Which of the following is a competency tied to radical innovation that is responsible for
creating, recognizing, and articulating radical innovation opportunities?
31. 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.
32. Ideally, collaboration between functional areas results in _____.
33. Microdata Corp. wants all the members of its new product team to "buy-in" to the project.
The firm is hoping to encourage _____.
