Lesson 5 Flashcards

1
Q

The degree to which employees identify themselves with the organizational culture.

A

Member Identity

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2
Q

The degree to which work activities are organized around groups or teams instead of individuals.

A

Group Focus

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3
Q

The degree to which management’s decisions take into account the effect of outcomes on people within the organization.

A

People Focus

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4
Q

The degree to which units or departments within an organization are encouraged to coordinate with each other.

A

Unit Integration

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5
Q

The degree to which employees are encourages to be aggressive, innovative, and risk-taking.

A

Risk Tolerance

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6
Q

The degree to which rules, policies, and direct supervision are used to oversee and control employee behavior.

A

Control

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7
Q

The degree to which rewards are allocated for employee performance rather than seniority, favoritism, or other non-performing factors.

A

Reward Criteria

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8
Q

The degree to which the organization monitors and responds to changes in the environment.

A

Open Systems Focus

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9
Q

The degree to which management focuses on outcomes rather than on techniques and processes used to achieve results.

A

Means-End-Orientation

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10
Q

The degree to which employees are encouraged to air conflicts and criticism openly.

A

Conflict Tolerance

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11
Q

set of shared assumptions, values, and behaviors that characterize the functioning of an organization.

A

Organizational culture

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12
Q

refers to the beliefs, attitudes,
and values that the organization’s members share and the behaviours consistent with them

A

Corporate culture

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13
Q

is about identifying stakeholders, their interest level, and their potential to influence the project; and managing and controlling the relationships and communications between stakeholders and the project.

A

Managing stakeholders

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14
Q

is about acquisition and contracting plans, sellers’ responses and selections, contract administration, and contract closure.

A

Managing procurement:

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15
Q

is about risk planning and identification, risk analysis (qualitative and quantitative), risk response (action) planning, and risk monitoring and control.

A

Managing risk

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16
Q

is about communications planning, information distribution, performance reporting, and stakeholder management.

A

Managing communication

17
Q

is about human resources planning, hiring, and developing and managing a project team.

A

Managing human resources

18
Q

is about developing the project charter, scope statement, and plan to direct, manage, monitor, and control project change.

A

Managing integration

19
Q

is about definition, sequencing, resource and duration estimating, schedule development, and schedule control.

A

Managing time/schedule

20
Q

s about planning, definition, WBS creation, verification, and control.

A

Managing scope

21
Q

is about resource planning, cost estimating, budgeting, and control.

A

Managing Costs

22
Q

is about quality planning, quality assurance, and quality control.

A

Managing Quality

23
Q

Their initial goal was to establish an organization where members could share their experiences and discuss issues.

A

PROJECT MANAGEMENT INSTITUTE

24
Q

US headquarter

A

PMI

25
Q

Switzerland headquarter

A

IPMA

26
Q

non profit project management professional association and the most widely recognized organization in terms of promoting project management best practices

A

PMI

27
Q

fundamental knowledge you need for managing a project

A

PMBOK