1 Japanese resource management models exhibit.

　　A a cooperative spirit of goal settings

　　B non-specialized career paths

　　C frequent changes on team assignments

　　D A and B.

　　E All of the above.

　　ans:E

　　2 Management by objectives assumes that the team

　　A is receptive to an unstructured environment.

　　B does not require close supervision

　　C possesses a self-fulfillment philosophy

　　D all of the above

　　E A and C

　　ans:C

　　3 The performance review interview is a vital component of any personnel evaluation system. Which of the following is not a characteristic of an effective personnel evaluation interview?

　　A Performed by a supervisor who has adequately prepared for the interview

　　B Discusses the employee's future performance goals

　　C Discusses the employee's undesirable personality traits

　　D Completed during a single, uninterrupted block of time

　　E Focuses on a limited number of topics so that each topic can be discussed in detail

　　ans:C

　　4 Management by Objectives （MBO）

　　A is a method used to evaluate personnel by objectively comparing them to common performance standards

　　B requires a supervisor and a subordinate to jointly establish performance objectives

　　C should be the responsibility of the organization's personnel department

　　D should always involve the establishment of objectives that are quantifiable

　　E B and D

　　ans:B

　　5 According to labor law, which of the following management actions are prohibited during a union organizing drive?

　　A Forbidding employees from distributing union literature in working areas

　　B Implementing previously scheduled pay raises

　　C Forbidding unions from soliciting workers during working hours

　　D Circulating anti-union petitions

　　E All of the above

　　ans:D

　　6 Filling vacant positions by recruiting within the organization

　　A Is exempt from equal employment opportunity laws

　　B Is less expensive than recruiting externally

　　C Can help provide new and innovative ideas to the organization

　　D Is more time consuming than recruiting externally

　　E A and B

　　ans:B

　　7 Flextime and compressed workweeks are two popular alternative work schedules used by employers to improve the quality of work life of their employers. Which of the following statements concerning these alternative work schedules is not true?

　　A Flextime schedules alter the employee's working hours but not the number of hours worked each day

　　B Both flextime and compressed workweek schedules make scheduling more complex for the employer

　　C Both flextime and compressed workweek schedules can complicate compliance with overtime regulations

　　D Fatigue is a disadvantage of compressed workweek schedules because employees must work longer than the traditional eight hour work day

　　E Under flextime schedules, the working hours are established by the employer

　　ans:E

　　8 Forecasting human resource requirements necessitates making predictions about both the supply and demand of human resources. Which of the following is not a method used to forecast the demand for human resources?

　　A Delphi Method

　　B Regression Analysis

　　C PERT Charts

　　D Staffing Tables

　　E Time Series Analysis

　　ans:C

　　9 Which of the following statements is in agreement with McGregor's concepts concerning Theory X and Theory Y managers?

　　A Theory X managers view subordinates as being lazy, irresponsible, and resistant to change

　　B Theory Y managers view subordinates as being imaginative, creative, and willing to accept responsibility

　　C Theory X managers tend to be autocratic whereas Theory Y managers are more likely to delegate responsibility

　　D A and B.

　　E All of the above

　　ans:E

　　10 The project team form of organization confers both advantages and disadvantages. Disadvantages of the project form include:

　　A Conflict in authority between project manager and functional managers

　　B Dual allegiance on part of team members

　　C Complex prioritization of resources

　　D Loss of developed procedures on project dissolution

　　E All of the above

　　ans:E

　　11 In general, groups will ____ the average individual problem solver on problems with multiple stages.

　　A Perform better than

　　B Perform worse than

　　C Take less time than

　　D Do about as well as

　　ans:A

　　12 Which of the following would most likely not be an essential objective of a project team kick-off meeting

　　A Create a project technology master plan

　　B Get team members to know one another

　　C Identify project problem areas

　　D Obtain individual and group commitments

　　E Identify the project coordinator

　　ans:A

　　13 In which type of organization is team building likely to be most difficult?

　　A Functional

　　B Projectized

　　C Matrixed

　　D Project expediter

　　E Project coordinator

　　ans:C

　　14 Management of a certain building was receiving complaints about slow elevator service. The solution adopted was to add mirrors in the lobbies to reduce boredom while passengers waited. This is an example of _____ .

　　A Kepner-Tregoe method

　　B Potential problem analysis

　　C Decision analysis

　　D Creative problem solving

　　E None of the above

　　ans:D

　　15 Listening involves more than hearing sounds. The good listener

　　A Repeats some of the things said

　　B Finishes the speaker's sentences

　　C Writes everything down

　　D Nods his head frequently

　　ans:A

　　16 In general, the best long-lasting approach to settling project conflict is the _____ approach .

　　A Problem solving

　　B Compromise

　　C Withdrawal

　　D Smoothing

　　E Forcing

　　ans:A

　　17 The positive value of conflict is underestimated. Properly managed, conflict is a valuable tool, particularly when

　　A A diversion is needed

　　B Conflictive situations are in their early stages and emotional involvement is low

　　C Conflictive situations are in their late stages and emotional involvement is high

　　D Conflict may cause a loss of status or position power

　　ans:B

　　18 There are hard causes of conflict （e.g. conflicting schedules） and soft causes. Soft causes are as important as hard causes. Soft causes include diversity of disciplinary expertise, _____, and the project manager's power of reward and punishment.

　　A Performance tradeoffs

　　B Ambiguity of roles

　　C Administrative procedures

　　D Determining earned value

　　ans:B

　　19 When planning, organizing, coordinating, and controlling a project an important human resources skill or ability would be

　　A Building multi-disciplinary teams

　　B Managing conflict

　　C Communicating orally and in writing with all levels of personnel

　　D Involving senior management

　　E All are important

　　ans:E

　　20 The core function of the project manager is

　　A Systems design

　　B Client interfacing

　　C Quality assurance

　　D integration

　　ans:D