MGT 6655 QUIZ 1 2 4 5 6 BUNDLE FINAL
PAPER 2026 FULL QUESTIONS AND
VERIFIED ANSWERS GRADED A+
⩥ Projectized Organization. Answer: A multi-project organization in
which project managers have full authority to assign priorities and direct
the work of persons assigned to their project.
⩥ Strengths of projectized organizations:. Answer: - Simple: Other than
taking away resources in the form of specialists assigned to the project,
the functional organization remains intact with the project team
operating independently.
- Fast: Projects tend to get done more quickly when participants devote
their full attention to the project and are not distracted by other
obligations and duties.
- Cohesive: A high level of motivation and cohesiveness often emerges
within the project team.
- Cross-Functional Integration: Specialists from different areas work
closely together and, with proper guidance, become committed to
optimizing the project, not their respective areas of expertise.
,⩥ Weaknesses of projectized organizations:. Answer: - Expensive: Not
only have you created a new management position (project manager),
but resources are also assigned on a full-time basis.
- Internal Strife: Sometimes dedicated project teams become an entity in
their own right and conflict emerges between the team and the remainder
of the organization.
- Limited Technological Expertise: Creating self-contained teams
inhibits maximum technological expertise being brought to bear on
problems.
- Difficult Post-Project Transition: Assigning full-time personnel to a
project creates the dilemma of what to do with personnel after the
project is completed.
⩥ Projectitis. Answer: A condition in which team members become
strongly attached to their project and disconnected from the larger
organization.
⩥ Matrix Arrangement. Answer: Any organizational structure in which
the project manager shares responsibility with the functional managers
for assigning priorities and for directing the work of individuals assigned
to the project.
, ⩥ Three kinds of matrix arrangements. Answer: Weak, balanced, strong.
⩥ Weak Matrix. Answer: A matrix structure in which functional
managers have primary control over project activities and the project
manager coordinates project work.
⩥ Balanced Matrix. Answer: A matrix structure in which the project
manager and functional managers share roughly equal authority over the
project. The project manager decides what needs to be done; functional
managers are concerned with how it will be accomplished.
⩥ Strong Matrix. Answer: A matrix structure in which the project
manager has primary control over project activities and functional
managers support project work.
⩥ Advantages of Matrix Organization:. Answer: - Efficient: Resources
can be shared across multiple projects as well as within functional
divisions.
- Strong Project Focus: A stronger project focus is provided by having a
formally designated project manager who is responsible for coordinating
and integrating contributions of different units.
- Easier Post-Project Transition: Because the project organization is
overlaid on the functional divisions, specialists maintain ties with their
PAPER 2026 FULL QUESTIONS AND
VERIFIED ANSWERS GRADED A+
⩥ Projectized Organization. Answer: A multi-project organization in
which project managers have full authority to assign priorities and direct
the work of persons assigned to their project.
⩥ Strengths of projectized organizations:. Answer: - Simple: Other than
taking away resources in the form of specialists assigned to the project,
the functional organization remains intact with the project team
operating independently.
- Fast: Projects tend to get done more quickly when participants devote
their full attention to the project and are not distracted by other
obligations and duties.
- Cohesive: A high level of motivation and cohesiveness often emerges
within the project team.
- Cross-Functional Integration: Specialists from different areas work
closely together and, with proper guidance, become committed to
optimizing the project, not their respective areas of expertise.
,⩥ Weaknesses of projectized organizations:. Answer: - Expensive: Not
only have you created a new management position (project manager),
but resources are also assigned on a full-time basis.
- Internal Strife: Sometimes dedicated project teams become an entity in
their own right and conflict emerges between the team and the remainder
of the organization.
- Limited Technological Expertise: Creating self-contained teams
inhibits maximum technological expertise being brought to bear on
problems.
- Difficult Post-Project Transition: Assigning full-time personnel to a
project creates the dilemma of what to do with personnel after the
project is completed.
⩥ Projectitis. Answer: A condition in which team members become
strongly attached to their project and disconnected from the larger
organization.
⩥ Matrix Arrangement. Answer: Any organizational structure in which
the project manager shares responsibility with the functional managers
for assigning priorities and for directing the work of individuals assigned
to the project.
, ⩥ Three kinds of matrix arrangements. Answer: Weak, balanced, strong.
⩥ Weak Matrix. Answer: A matrix structure in which functional
managers have primary control over project activities and the project
manager coordinates project work.
⩥ Balanced Matrix. Answer: A matrix structure in which the project
manager and functional managers share roughly equal authority over the
project. The project manager decides what needs to be done; functional
managers are concerned with how it will be accomplished.
⩥ Strong Matrix. Answer: A matrix structure in which the project
manager has primary control over project activities and functional
managers support project work.
⩥ Advantages of Matrix Organization:. Answer: - Efficient: Resources
can be shared across multiple projects as well as within functional
divisions.
- Strong Project Focus: A stronger project focus is provided by having a
formally designated project manager who is responsible for coordinating
and integrating contributions of different units.
- Easier Post-Project Transition: Because the project organization is
overlaid on the functional divisions, specialists maintain ties with their
