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在哪一种项目机构里，项目经理对项目资源有最多的控制？a. 强矩阵b. 项目型c. 项目协调人d. 弱矩阵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.下面哪一个是团队建设的基本原则？a. 频繁进行执行评价b. 保证每个队员除了向项目经理汇报，还向职能经理汇报c. 早点开始d. 试图解决团队政治问题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.项目A是实行矩阵结构管理。项目经理向为项目提供可以看见支持的高级副总裁汇报。这种情形下，哪个说法最好地描述了项目经理的相对权力？a. 项目经理可能不会被项目关系人挑战b. 在这个强矩阵里，平衡的权力移到了职能经理c. 在这个严密矩阵里，平衡的权力移到了项目经理d. 在这个强矩阵里，平衡的权力移到了项目经理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调整任务的时间，以便资源投入不致过多叫做：a. 资源平衡b. 成对方式平衡c. 多功能应用原理d. 资源破坏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下面哪一个因素对团队沟通贡献最大？a. 外部反馈b. 执行评价c. 项目经理消除团队冲突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在不同地点工作的项目团队队员会倾向于不认为他们是一个团队或一体的组织。为矫正这种情形，项目经理应该：a. 保证项目团队的每个队员使用电子邮件作为沟通方式b. 要求团队追随他或她机构的远景和使命c. 创造使分散的工作组坚固的符号和结构d. 为团队队员提供最新的沟通技术并要求使用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在职能型机构里，如果有多个项目需要管理就会出现大的问题，因为：a. 项目经理权力的层面b. 不同项目对有限资源的竞争，相对优先级的冲突c. 项目团队团员精力集中在专业职能而不是项目d. 需要项目经理使用人际技能非正式地解决冲突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下面哪一个因素对团队建设的影响最小？a. 错误的项目概念b. 高层管理不支持c. 处于问题的项目d. 项目团队队员的待遇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有效的团队发展的主要结果是：a. 项目执行水准提高b. 一个有效、顺利运行的团队c. 项目队员明白项目经理对项目的执行水准负有最大的责任d. 干系人作为个体和团队队员做贡献的能力提高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项目经理有3种只是建立在他或她在机构里的位置的权利，它们是：a. 正式的、奖励和惩罚b. 奖励、推荐和正式的c. 专家、推荐和正式d. 奖励、专家和推荐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项目经理可以通过_帮助项目团队形成团体认同感.a. 频繁用电子邮件交流b. 创造项目的神秘气氛c. 有一个“作战室”d. 发出团队队员怎样互相影响的指南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对个人目的关注少，关系关注多的项目经理实行的是哪种风格的矛盾解决方法？a. 赢-输b. 屈服输c. 输离开d. 妥协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制订组织计划的输入是：a. 项目接口、人员需求和限制b. 机构接口、技术接口和人际接口c. 执行机构的组织结构、限制和假设d. 总体资源需求、期望的人员分配和项目团队的偏好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减少项目冲突的主要方法是：a. 定期召开小组会议b. 使用小组推动者c. 进行仔细的项目计划制订d. 推行严格的争论规定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以下都是项目团队协作差的症状，除了：a. 挫折b. 过多的会议c. 对项目经理缺乏信任或信心d. 没有成果的会议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在项目经理和项目团队之间几乎没有或根本没有信息的上下流动为特征的管理风格是：a. 个人中心的b. 民主的c. 参与的d. 自由主义的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对团队发展的一个输入是：a. 总体管理技能b. 项目计划c. 日程，以便每个队员可以被分配给个别的工作包的任务d. 奖励和认可系统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弱矩阵和强矩阵的机构结构里，导致冲突的主要情形是：a. 沟通障碍b. 利益冲突c. 一致的需要d. 权力的模糊19. Output per person per hour of input describesa. Economies of scaleb. Says lawc. Productivityd. The learning curve每人每小时投入的产出描述的是：a. 经济规模b. 规律c. 生产力d. 学习曲线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团队发展的主要输出是：a. 项目执行提高b. 处理冲突规定的方法c. 个别技术技能的培训d. 项目团队指南21. The method most often used by project managers to solve conflict isa. Compromiseb. Confrontationc. Smoothingd. Negotiation项目经理最常用的解决冲突的方法是：a. 妥协b. 面对c. 润滑d. 谈判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可能影响项目团队组织的一个限制因素是；a. 执行机构的组织形式b. 团队队员之间沟通差c. 人员要求不清楚d. 团队士气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团队进一步发展的一个方法是使用“个人接触。”下面哪一个行动是达到这一目的的有效方法？a. 产生团队名称b. 提供灵活的工作时间c. 分发项目章程d. 庆祝特殊事件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如果个体的团队队员既对职能经理负责，又对项目经理负责，团队发展经常会复杂。这种双重汇报关系的有效管理通常是的责任。a. 涉及的团队队员b. 项目经理c. 项目所有者或发起人d. 职能经理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一个责任分配矩阵是用来表明以下所有的，除了：a. 谁为什么负责b. 哪个单位间的关键接口需要特殊的管理协调c. 需要什么工作元素来完成项目目标d. 谁向谁汇报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以下都被认为是建立有效的项目团队的主要障碍，除了：a. 不同的优先级、利益和队员的判断b. 角色冲突c. 缺乏队员的投入d. 分配给每个队员的办公空间的数量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项目协调人组织形式和项目发布人组织形式的主要区别是a. 在项目发布人组织形式里，通常不存在对项目的强大投入b. 项目协调人自己不能做出或推行决策c. 在项目发布人只是管理层和项目团队之间的媒介d. 项目协调人在机构里向更高层的经理汇报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并行工程设计的一个重要成分是：a. 建立有不同项目阶段代表的团队b. 在设计阶段包括项目实施者c. 减少矩阵里员工的工作量d. 消除测试人员的必要29. Each of the following is a destructive role on a project team excepta. Withdrawerb. Topic jumperc. Gate keeperd. Dominator下面每一个都对项目团队有毁灭性的作用，除了：a. 撤退者b. 题目跳过者c. 看门者d. 统治者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行为或操行的规则可以帮助一个项目团队的进一步发展。但要这些规则有效，a. 团队队员一定要在一起b. 规则一定要强制c. 要对团队队员进行团队发展训练一个外部的推动者应该监督团队的进步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不考虑项目队员提高的信息就做出决策的经理使用的是哪种管理风格？a. 自由主义的b. 独裁的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一个项目的奖励和认可系统应该：a. 把培训作为一个因素b. 不鼓励不期望的行为，鼓励期望的行为c. 和执行机构的一样d. 使表现和奖励之间的联系清楚、直接和可实现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.组织项目时，项目经理一定要处理冲突。下面哪个关于项目冲突的说法是正确的？a. 矩阵的组织形式产生缺乏清楚的角色描述，导致职能领导和项目经理间权力模糊b. 冲突的来源包括项目优先级、PERT/CPM日程、合同管理程序和合同类型c. 冲突应尽量避免d. 强矩阵项目经理没有什么人力资源冲突，因为他们能使职能经理听从他们的需要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用于矩阵结构时，强矩阵和弱矩阵在项目机构里指的是：a. 机构达到目的的能力b. 项目队员之间及项目队员和项目经理的亲近c. 项目经理对团队资源权力的程度d. 团队队员连接在一起的程度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如果项目队员_，一个多部门项目成功完成的机会增加。a. 问题导向的b. 对高层管理的需求有政治敏感c. 集中在个人项目行动d. 集中在客户要求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团队发展的基础是：a. 项目机构的组织结构b. 提供给项目团队的培训c. 每个队员的个人发展d. 项目合作、开放的沟通和信任的机构氛围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在选择项目机构的最合适的形式时，第一步是：a. 形成一个WBS，让它来决定项目机构的结构b. 制订一个最初的项目计划，确定为每个任务负责的职能领域c. 参考高层管理制订的项目章程d. 制订项目日程，包括一个自上而下的流向图，确认进行每项任务的职能领域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项目经理促进不在一起的一个项目团队最好表现的主要方法是：a. 建立信任b. 建立奖励和认可系统c. 取得在其他地点的职能经理的支持d. 实施他或她控制项目所有方面的权力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个领域的冲突代表了全部项目冲突的50%?a. 个性、开支目标和日程b. 开支目标、管理程序和日程c. 日程、项目优先级和人力资源d. 日程、项目优先级和开支目标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一个显示谁被分配什么任务、但没有时间的图叫做：a. 资源矩阵b. Branson图c. 责任指数d. 认为分配图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