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Welcome to the People Management and Team Organization MCQs Page

Dive deep into the fascinating world of People Management and Team Organization with our comprehensive set of Multiple-Choice Questions (MCQs). This page is dedicated to exploring the fundamental concepts and intricacies of People Management and Team Organization, a crucial aspect of Software Engineering. In this section, you will encounter a diverse range of MCQs that cover various aspects of People Management and Team Organization, from the basic principles to advanced topics. Each question is thoughtfully crafted to challenge your knowledge and deepen your understanding of this critical subcategory within Software Engineering.

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Check out the MCQs below to embark on an enriching journey through People Management and Team Organization. Test your knowledge, expand your horizons, and solidify your grasp on this vital area of Software Engineering.

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People Management and Team Organization MCQs | Page 4 of 8

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Q31.
What is the potential weakness of the Commitment style of management?

a.

Endless chaotic meetings

b.

Team members competing with one another

c.

Team not responsive to changes in its environment

d.

Goals of individual team members becoming disconnected to those of the project

Discuss
Answer: (c).Team not responsive to changes in its environment Explanation:The Commitment style of management is most effective if work is done under pressure. A potential weak spot of this style is that, once this vision has been agreed upon, the team is not responsive to changes in its environment, but blindly stumbles on along the road mapped out.
Q32.
What is the primary responsibility of managers at the lower level of a hierarchical organization?

a.

Coordinating the work of different sub-teams

b.

Managing internal and external powers

c.

Measuring output

d.

Imposing rules and procedures

Discuss
Answer: (a).Coordinating the work of different sub-teams Explanation:In a hierarchical organization, the lower level managers have a primary responsibility in coordinating the work within their respective teams.
Q33.
What is the main reason why management at higher levels of a hierarchical organization tends towards coordination through standardization?

a.

The real work is done at the lower levels

b.

The people at the lower levels possess the real knowledge of the application

c.

The higher one rises in the hierarchy, the less specific the knowledge becomes

d.

The organizational line along which progress is reported is also the line along which the performance of team members is measured and evaluated

Discuss
Answer: (c).The higher one rises in the hierarchy, the less specific the knowledge becomes Explanation:In a hierarchical organization, as one rises in the hierarchy, the knowledge becomes less specific, that's why the management at higher levels tends towards coordination through standardization.
Q34.
What is the main problem in a matrix organization?

a.

Difficulty in controlling progress

b.

Lack of trust and cooperation among team members

c.

Incompetence of the employees

d.

Difficulty in allocating resources

Discuss
Answer: (a).Difficulty in controlling progress Explanation:In a matrix organization, where people from different departments are allocated to a software development project, it is sometimes difficult to control progress as an employee has to satisfy several bosses and may have the tendency to play off one boss against another.
Q35.
How does the project manager and unit manager differ in a matrix organization?

a.

The project manager focuses on task directedness while the unit manager focuses on relation directedness

b.

The project manager focuses on relation directedness while the unit manager focuses on task directedness

c.

Both have the same responsibility

d.

Both have different responsibilities

Discuss
Answer: (a).The project manager focuses on task directedness while the unit manager focuses on relation directedness Explanation:In a matrix organization, the project manager is responsible for the successful completion of the project, while the manager in charge of one or more units with the same specialty has a longer-term mission, such as maintaining or enlarging the knowledge and expertise of the members of his team. The project manager is likely to emphasize task directedness, while the unit manager will emphasize relation directedness.
Q36.
What is the key factor for the success of a matrix organization?

a.

A clear division of roles and responsibilities

b.

Sufficient mutual trust and the willingness to cooperate and pursue the project’s goals

c.

A hierarchical structure

d.

A large team size

Discuss
Answer: (b).Sufficient mutual trust and the willingness to cooperate and pursue the project’s goals Explanation:A matrix organization can be very effective, provided there is sufficient mutual trust and the willingness to cooperate and pursue the project’s goals among the team members.
Q37.
In which environment do we often encounter matrix organizations?

a.

Software development environment

b.

Manufacturing environment

c.

Construction environment

d.

Service industry

Discuss
Answer: (b).Manufacturing environment Explanation:In an environment where software is a mere byproduct, we often encounter some sort of matrix organization. People from different departments are then allocated to a software development project, possibly part-time.
Q38.
What is the benefit of matrix organizations?

a.

It provides a clear division of roles and responsibilities

b.

It creates a hierarchical structure

c.

It allows for specialization among team members

d.

It results in a stable project organization

Discuss
Answer: (c).It allows for specialization among team members Explanation:The basic unit in a matrix organization is a small, specialized group. There may be more than one unit with the same specialization. Possible specializations are, for instance, graphics programming, databases, user interfaces, quality control. The units are organized according to their specialty. This allows for specialization among team members.
Q39.
What is the main focus of the chief programmer team organization?

a.

Efficiency

b.

Innovation

c.

Specialization

d.

Coordination

Discuss
Answer: (c).Specialization Explanation:The chief programmer team organization focuses on specialized tasks and highly specialized roles, such as the chief programmer, assistant, and librarian.
Q40.
What are the demands made on the chief programmer in the chief programmer team organization?

a.

Technical expertise

b.

Management capabilities

c.

Leadership skills

d.

All of the above

Discuss
Answer: (d).All of the above Explanation:The chief programmer in this organization must have a high level of technical expertise, management capabilities, and leadership skills to take decisions and lead the team effectively.
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