Practice-Questions-for-HR.doc

Practice Questions INSTRUCTIONS: Note the most suitable answer for each multiple-choice question in the appropriate space on the answer sheet.1. In which form of project organization would the project manager be likely to exercise the most control over project resources?a. Strong matrixb. Projectizedc. Project coordinatord. Weak matrix在哪一種項目機構(gòu)里，項目經(jīng)理對項目資源有最多的控制？a. 強矩陣b. 項目型c. 項目協(xié)調(diào)人d. 弱矩陣2. Which of the following is a ground rule for project team building?a. Do frequent performance appraisals.b. Ensure that each team member reports to his or her functional manager in addition to the project manager.c. Start early.d. Try to solve team political problems.下面哪一個是團(tuán)隊建設(shè)的基本原則？a. 頻繁進(jìn)行執(zhí)行評價b. 保證每個隊員除了向項目經(jīng)理匯報，還向職能經(jīng)理匯報c. 早點開始d. 試圖解決團(tuán)隊政治問題3. Project A is being administered using a matrix form of organization. The project manager reports to senior vice president who provides visible support to the project. In this scenario, which of the following statements best describes the relative power of the project manager?a. The project manager will probably not be challenged by project stakeholders.b. In this strong matrix, the balance of power is shifted to the functional line managers.c. In this tight matrix, the balance power is shifted to the project manager.d. In this strong matrix, the balance of power is shifted to the project manager.項目A是實行矩陣結(jié)構(gòu)管理。項目經(jīng)理向為項目提供可以看見支持的高級副總裁匯報。這種情形下，哪個說法最好地描述了項目經(jīng)理的相對權(quán)力？a. 項目經(jīng)理可能不會被項目關(guān)系人挑戰(zhàn)b. 在這個強矩陣?yán)铮胶獾臋?quán)力移到了職能經(jīng)理c. 在這個嚴(yán)密矩陣?yán)?，平衡的?quán)力移到了項目經(jīng)理d. 在這個強矩陣?yán)?，平衡的?quán)力移到了項目經(jīng)理4. Adjusting the timing of tasks so that resources are not over committed is calleda. Resource levelingb. Pairwise trade-offc. The Multiattribute Utility Theoryd. Resource infringement調(diào)整任務(wù)的時間，以便資源投入不致過多叫做：a. 資源平衡b. 成對方式平衡c. 多功能應(yīng)用原理d. 資源破壞5. Which of the following factors contributes the most to team communication?a. External feedbackb. Performance appraisalsc. Smoothing over of team conflicts by the project managerd. Collocation下面哪一個因素對團(tuán)隊溝通貢獻(xiàn)最大？a. 外部反饋b. 執(zhí)行評價c. 項目經(jīng)理消除團(tuán)隊沖突d. 排列6. Project team members who work in different locations tend not to see themselves as a team or unified group. To rectify such a situation, a project manager shoulda. Ensure that every member of the project team uses e-mail as a form of communicationb. Mandate that the team follow the vision and mission statement of his or her organizationc. Create symbols and structures that solidify the unity of the dispersed work groupd. Provide team members with the latest in communications technology and mandate its use在不同地點工作的項目團(tuán)隊隊員會傾向于不認(rèn)為他們是一個團(tuán)隊或一體的組織。為矯正這種情形，項目經(jīng)理應(yīng)該：a. 保證項目團(tuán)隊的每個隊員使用電子郵件作為溝通方式b. 要求團(tuán)隊追隨他或她機構(gòu)的遠(yuǎn)景和使命c. 創(chuàng)造使分散的工作組堅固的符號和結(jié)構(gòu)d. 為團(tuán)隊隊員提供最新的溝通技術(shù)并要求使用7. Major difficulties arise when multiple projects need to be managed in the functional organizational structure because ofa. The level of authority of the project managerb. Conflicts over the relative priorities of different projects in competition for limited resourcesc. Project team members who are focused on their functional specialty rather than on the projectd. The need for the project manager to use interpersonal skills to resolve conflicts informally在職能型機構(gòu)里，如果有多個項目需要管理就會出現(xiàn)大的問題，因為：a. 項目經(jīng)理權(quán)力的層面b. 不同項目對有限資源的競爭，相對優(yōu)先級的沖突c. 項目團(tuán)隊團(tuán)員精力集中在專業(yè)職能而不是項目d. 需要項目經(jīng)理使用人際技能非正式地解決沖突8. Which of the following factors affects team building the least?a. A faulty project conceptb. Unsupportive top managementc. A project in troubled. Compensation of project team members下面哪一個因素對團(tuán)隊建設(shè)的影響最?。縜. 錯誤的項目概念b. 高層管理不支持c. 處于問題的項目d. 項目團(tuán)隊隊員的待遇9. The primary result of effective team development isa. Improved project performanceb. An effective, smoothly running teamc. An understanding by project team members that the project manager is ultimately responsible for project performanced. Enhancement of the ability of stakeholders to contribute as individuals and team members有效的團(tuán)隊發(fā)展的主要結(jié)果是：a. 項目執(zhí)行水準(zhǔn)提高b. 一個有效、順利運行的團(tuán)隊c. 項目隊員明白項目經(jīng)理對項目的執(zhí)行水準(zhǔn)負(fù)有最大的責(zé)任d. 干系人作為個體和團(tuán)隊隊員做貢獻(xiàn)的能力提高10. The three types of power available to the project manager based solely on his or her position in the organization includea. Formal, reward, and penaltyb. Reward, referent, and formalc. Expert, referent, and formald. Reward, expert, and referent項目經(jīng)理有3種只是建立在他或她在機構(gòu)里的位置的權(quán)利，它們是：a. 正式的、獎勵和懲罰b. 獎勵、推薦和正式的c. 專家、推薦和正式d. 獎勵、專家和推薦11. The project manager can help the project team develop a sense of identity as a group bya. Communicating frequently through e-mailb. Creating an air of mystery about the projectc. Having a “war room”d. Issuing guidelines on how team members should interact with other stakeholders項目經(jīng)理可以通過_幫助項目團(tuán)隊形成團(tuán)體認(rèn)同感.a. 頻繁用電子郵件交流b. 創(chuàng)造項目的神秘氣氛c. 有一個“作戰(zhàn)室”d. 發(fā)出團(tuán)隊隊員怎樣互相影響的指南12. A project manager who has a low concern for personal goals and a high concern for relationships is practicing which style of conflict resolution?a. Win-loseb. Yield-losec. Lose-leaved. Compromise對個人目的關(guān)注少，關(guān)系關(guān)注多的項目經(jīng)理實行的是哪種風(fēng)格的矛盾解決方法？a. 贏-輸b. 屈服輸c. 輸離開d. 妥協(xié)13. The input to organizational planning consists ofa. Project interfaces, staffing requirements, and constraintsb. Organizational interfaces, technical interfaces, and interpersonal interfacesc. Organizational structure of the performing organization, constraints, and assumptionsd. Overall resource requirements, expected staff assignments, and preferences of the project management team制訂組織計劃的輸入是：a. 項目接口、人員需求和限制b. 機構(gòu)接口、技術(shù)接口和人際接口c. 執(zhí)行機構(gòu)的組織結(jié)構(gòu)、限制和假設(shè)d. 總體資源需求、期望的人員分配和項目團(tuán)隊的偏好14. The primary method of reducing conflict in projects is toa. Hold periodic group meetingsb. Use group facilitatorsc. Perform careful project planningd. Enforce strict rules about arguing減少項目沖突的主要方法是：a. 定期召開小組會議b. 使用小組推動者c. 進(jìn)行仔細(xì)的項目計劃制訂d. 推行嚴(yán)格的爭論規(guī)定15. All the following are symptoms of bad teamwork in the project team excepta. Frustrationb. Excessive meetingsc. Lack of trust or confidence in the project managerd. Unproductive meetings以下都是項目團(tuán)隊協(xié)作差的癥狀，除了：a. 挫折b. 過多的會議c. 對項目經(jīng)理缺乏信任或信心d. 沒有成果的會議16. A management style characterized by little or no information flowing up or down between the project manager and project team is calleda. Egocentricb. Democraticc. Participatived. Laissez-faire在項目經(jīng)理和項目團(tuán)隊之間幾乎沒有或根本沒有信息的上下流動為特征的管理風(fēng)格是：a. 個人中心的b. 民主的c. 參與的d. 自由主義的17. An input to team development isa. General management skillb. The project planc. The schedule, so that each team member can be assigned responsibility for specific work packagesd. The reward and recognition system對團(tuán)隊發(fā)展的一個輸入是：a. 總體管理技能b. 項目計劃c. 日程，以便每個隊員可以被分配給個別的工作包的任務(wù)d. 獎勵和認(rèn)可系統(tǒng)18. In both the weak and strong matrix organizational structures, the primary condition leading to conflict isa. Communication barriersb. Conflicting interestsc. Need for consensusd. Ambiguous jurisdictions弱矩陣和強矩陣的機構(gòu)結(jié)構(gòu)里，導(dǎo)致沖突的主要情形是：a. 溝通障礙b. 利益沖突c. 一致的需要d. 權(quán)力的模糊19. Output per person per hour of input describesa. Economies of scaleb. Says lawc. Productivityd. The learning curve每人每小時投入的產(chǎn)出描述的是：a. 經(jīng)濟(jì)規(guī)模b. 規(guī)律c. 生產(chǎn)力d. 學(xué)習(xí)曲線20. The primary output of team development isa. Improved project performanceb. Prescribed methods for dealing with conflictc. Training in specific technical skillsd. A project team directory團(tuán)隊發(fā)展的主要輸出是：a. 項目執(zhí)行提高b. 處理沖突規(guī)定的方法c. 個別技術(shù)技能的培訓(xùn)d. 項目團(tuán)隊指南21. The method most often used by project managers to solve conflict isa. Compromiseb. Confrontationc. Smoothingd. Negotiation項目經(jīng)理最常用的解決沖突的方法是：a. 妥協(xié)b. 面對c. 潤滑d. 談判22. A constraining factor that may affect the organization of the project team isa. The organizational structure of the performing organizationb. Poor communication among team membersc. Ambiguous staffing requirementsd. Team morale可能影響項目團(tuán)隊組織的一個限制因素是；a. 執(zhí)行機構(gòu)的組織形式b. 團(tuán)隊隊員之間溝通差c. 人員要求不清楚d. 團(tuán)隊士氣23. One way to further team development is for the project manager to use a “personal touch.” Which of the following actions has proven effective toward this goal?a. Creating a team nameb. Providing flexible work timec. Issuing a project charterd. Celebrating special occasions團(tuán)隊進(jìn)一步發(fā)展的一個方法是使用“個人接觸?！毕旅婺囊粋€行動是達(dá)到這一目的的有效方法？a. 產(chǎn)生團(tuán)隊名稱b. 提供靈活的工作時間c. 分發(fā)項目章程d. 慶祝特殊事件24. Team development on a project is often complicated when individual team members are accountable to both a functional manager and the project manager. Effective management of this dual reporting relationship is generally the responsibility of thea. Team members involvedb. Project managerc. Project owner or sponsord. Functional manager如果個體的團(tuán)隊隊員既對職能經(jīng)理負(fù)責(zé)，又對項目經(jīng)理負(fù)責(zé)，團(tuán)隊發(fā)展經(jīng)常會復(fù)雜。這種雙重匯報關(guān)系的有效管理通常是的責(zé)任。a. 涉及的團(tuán)隊隊員b. 項目經(jīng)理c. 項目所有者或發(fā)起人d. 職能經(jīng)理25. A responsibility assignment matrix is used to show all the following excepta. Who is responsible for whatb. Which critical interfaces between units may require special managerial coordinationc. What work elements are needed to fulfill the objectives of the project d. Who reports to whom一個責(zé)任分配矩陣是用來表明以下所有的，除了：a. 誰為什么負(fù)責(zé)b. 哪個單位間的關(guān)鍵接口需要特殊的管理協(xié)調(diào)c. 需要什么工作元素來完成項目目標(biāo)d. 誰向誰匯報26. All the following have been found to be major barriers to building effective project teams excepta. Differing priorities, interests, and judgments of team membersb. Role conflictsc. Lack of team member commitmentd. Amount of physical office space allotted to each team member以下都被認(rèn)為是建立有效的項目團(tuán)隊的主要障礙，除了：a. 不同的優(yōu)先級、利益和隊員的判斷b. 角色沖突c. 缺乏隊員的投入d. 分配給每個隊員的辦公空間的數(shù)量27. The major difference between the project coordinator and project expeditor forms of organization is thata. Strong commitment to the project usually does not exist in the project expeditor form of organizationb. The project coordinator cannot personally make or enforce decisionsc. The project expeditor acts only as an intermediary between management and the project teamd. The project coordinator reports to a higher level manager in the organization項目協(xié)調(diào)人組織形式和項目發(fā)布人組織形式的主要區(qū)別是a. 在項目發(fā)布人組織形式里，通常不存在對項目的強大投入b. 項目協(xié)調(diào)人自己不能做出或推行決策c. 在項目發(fā)布人只是管理層和項目團(tuán)隊之間的媒介d. 項目協(xié)調(diào)人在機構(gòu)里向更高層的經(jīng)理匯報28. A key component of concurrent engineering isa. Creating teams that have representatives from different project phasesb. Involving the implementers of a project in the design phasec. Reducing the workload of matrixed employeesd. Eliminating the need for testing personnel并行工程設(shè)計的一個重要成分是：a. 建立有不同項目階段代表的團(tuán)隊b. 在設(shè)計階段包括項目實施者c. 減少矩陣?yán)飭T工的工作量d. 消除測試人員的必要29. Each of the following is a destructive role on a project team excepta. Withdrawerb. Topic jumperc. Gate keeperd. Dominator下面每一個都對項目團(tuán)隊有毀滅性的作用，除了：a. 撤退者b. 題目跳過者c. 看門者d. 統(tǒng)治者30. Rules of behavior or conduct can be helpful in furthering a project teams development. However, for these rules to be effectivea. Team members must be collocatedb. The rules must be enforcedc. Team members should be trained in team developmentd. An outside facilitator should monitor the teams progress行為或操行的規(guī)則可以幫助一個項目團(tuán)隊的進(jìn)一步發(fā)展。但要這些規(guī)則有效，a. 團(tuán)隊隊員一定要在一起b. 規(guī)則一定要強制c. 要對團(tuán)隊隊員進(jìn)行團(tuán)隊發(fā)展訓(xùn)練一個外部的推動者應(yīng)該監(jiān)督團(tuán)隊的進(jìn)步31. A manager who makes decisions without considering the information provided by project team members is using which management style?a. Laissez-faireb. Autocraticc. Bureaucraticd. Judicious不考慮項目隊員提高的信息就做出決策的經(jīng)理使用的是哪種管理風(fēng)格？a. 自由主義的b. 獨裁的c. 官僚的d. 明智的32. A projects reward and recognition system shoulda. Include training as one of its elementsb. Discourage undesired behavior and encourage desired behaviorc. Be the same as that of the performing organizationd. Make the link between performance and reward clear, explicit, and achievable一個項目的獎勵和認(rèn)可系統(tǒng)應(yīng)該：a. 把培訓(xùn)作為一個因素b. 不鼓勵不期望的行為，鼓勵期望的行為c. 和執(zhí)行機構(gòu)的一樣d. 使表現(xiàn)和獎勵之間的聯(lián)系清楚、直接和可實現(xiàn)33. In organizing a project, a project manager must deal with conflict. Which statement is true regarding conflict in projects?a. A matrix form of organization can produce a lack of clear role definitions and lead to ambiguous jurisdictions between and among functional leaders and project managers.b. Sources of conflict include project priorities, PERT/CPM schedules, contract administrative procedures, and type of contract.c. Conflict is to be avoided whenever possible.d. Strong matrix project managers have few human resource conflicts, because they can dictate their needs to functional managers.組織項目時，項目經(jīng)理一定要處理沖突。下面哪個關(guān)于項目沖突的說法是正確的？a. 矩陣的組織形式產(chǎn)生缺乏清楚的角色描述，導(dǎo)致職能領(lǐng)導(dǎo)和項目經(jīng)理間權(quán)力模糊b. 沖突的來源包括項目優(yōu)先級、PERT/CPM日程、合同管理程序和合同類型c. 沖突應(yīng)盡量避免d. 強矩陣項目經(jīng)理沒有什么人力資源沖突，因為他們能使職能經(jīng)理聽從他們的需要34. The terms strong matrix and weak matrix when applied to the matrix structure in project organization refer to thea. Ability of the organization to achieve its goalsb. Physical proximity of project team members t o one another and to the project managerc. Degree of authority the project manager has over team resources d. Degree to which team members bond together用于矩陣結(jié)構(gòu)時，強矩陣和弱矩陣在項目機構(gòu)里指的是：a. 機構(gòu)達(dá)到目的的能力b. 項目隊員之間及項目隊員和項目經(jīng)理的親近c. 項目經(jīng)理對團(tuán)隊資源權(quán)力的程度d. 團(tuán)隊隊員連接在一起的程度35. The chances for successful completion of a multidisciplinary project are increased if project team members area. Problem orientedb. Politically sensitive to top managements needsc. Focused on individual project activitiesd. Focused on customer demands如果項目隊員_，一個多部門項目成功完成的機會增加。a. 問題導(dǎo)向的b. 對高層管理的需求有政治敏感c. 集中在個人項目行動d. 集中在客戶要求36. Team development is based on thea. Organizational structure of the projectb. Training provided to the project teamc. Individual development of each team memberd. Projects organizational climate of cooperation, open communication, and trust團(tuán)隊發(fā)展的基礎(chǔ)是：a. 項目機構(gòu)的組織結(jié)構(gòu)b. 提供給項目團(tuán)隊的培訓(xùn)c. 每個隊員的個人發(fā)展d. 項目合作、開放的溝通和信任的機構(gòu)氛圍37. When choosing the most appropriate form of project organization first step is toa. Create the WBS and let it determine the project organizational structureb. Produce an initial project plan and determine the functional areas responsible for each taskc. Refer to the project charter developed by top management d. Develop a project schedule, including a top-down flowchart, and identify the functional areas to perform each task在選擇項目機構(gòu)的最合適的形式時，第一步是：a. 形成一個WBS，讓它來決定項目機構(gòu)的結(jié)構(gòu)b. 制訂一個最初的項目計劃，確定為每個任務(wù)負(fù)責(zé)的職能領(lǐng)域c. 參考高層管理制訂的項目章程d. 制訂項目日程，包括一個自上而下的流向圖，確認(rèn)進(jìn)行每項任務(wù)的職能領(lǐng)域38. The key way for a project manager to promote optimum team performance in project teams whose members are not collocated is toa. Build trustb. Establish a reward and recognition systemc. Obtain the support of the functional managers in the other locationsd. Exercise his or her right to control all aspects of the project項目經(jīng)理促進(jìn)不在一起的一個項目團(tuán)隊最好表現(xiàn)的主要方法是：a. 建立信任b. 建立獎勵和認(rèn)可系統(tǒng)c. 取得在其他地點的職能經(jīng)理的支持d. 實施他或她控制項目所有方面的權(quán)力39. Conflicts in which of the following three areas represent over 50% of all project conflicts?a. Personalities, cost objectives, and schedulesb. Cost objectives, administrative procedures and schedulesc. Schedules, project priorities, and personnel resourcesd. Schedules, project priorities, and cost objectives在下面哪3個領(lǐng)域的沖突代表了全部項目沖突的50%?a. 個性、開支目標(biāo)和日程b. 開支目標(biāo)、管理程序和日程c. 日程、項目優(yōu)先級和人力資源d. 日程、項目優(yōu)先級和開支目標(biāo)40. A chart that shows who is assigned to do a task without regard to when it will be done is called aa. Resource matrixb. Branson diagramc. Responsibility indexd. Task assignment chart一個顯示誰被分配什么任務(wù)、但沒有時間的圖叫做：a. 資源矩陣b. Branson圖c. 責(zé)任指數(shù)d. 認(rèn)為分配圖Answer Sheet1. a b c d 21. a b c d2. a b c d 22. a b c d3. a b c d 23. a b c d4. a b c d 24. a b c d5. a b c d 25. a b c d6. a b c d 26. a b c d7. a b c d 27. a b c d8. a b c d 28. a b c d9. a b c d 29. a b c d 10. a b c d 30. a b c d11. a b c d 31. a b c d12. a b c d 32. a b c d13. a b c d 33. a b c d14. a b c d 34. a b c d15. a b c d 35. a b c d16. a b c d 36. a b c d17. a b c d 37. a b c d18. a b c d 38. a b c d19. a b c d 39. a b c d20. a b c d 40. a b c dAnswer Key1. b. ProjectizedIn a projectized organization structure, all project team members report directly and solely to the project manager. He or she has complete control over these resources and, therefore, exercises more authority over them than in any other project organization structure. PlanningPMI 1996, 202. c. Start early.Starting the team-building process early in the project is crucial for setting the right tone and preventing bad habits and patterns from developing. ExecutingStuckenbruck and Marshall 1997, 1373. d. In this strong matrix, the balance of power is shifted to the project manager.The project managers ability to influence project decisions increases the higher up he or sheand the person to whom he or she reportsis placed in the organization. PlanningStuckenbruck 1981, 894. a. Resource levelingResource leveling is the process of adjusting tasks through use of float or the extension of the project schedule so that the maximum number of resources available to the project is not exceeded. PlanningFrame 1995, 195 and 1965. d. CollocationCollocation is the placement of team members in the same physical location to enhance their ability to perform as a team, primarily through increased communication. ExecutingPMI 1996, 1006. c. Create symbols and structures that solidify the unity to eh dispersed work groupBecause the dispe