暨南大学《项目管理》Chapter 10 Being an Effective Project Manager.pptVIP

27. In a survey of project managers, approximately what percentage reported that they encountered ethical issues in their work??A.?22 percentB.?40 percentC.?65 percentD.?81 percentE.?100 percent * Edward Tong@Copyright reserved Jinan University * 28. The key to exercising influence is:?A.?To make few mistakesB.?To build trustC.?To build a network of top level peopleD.?To understand the political connections within the organizationE.?To make friends with everyone * Edward Tong@Copyright reserved Jinan University * 29. ?Which of the following is not one of the distinguishing traits of character??A.?OpennessB.?ConsistencyC.?EmpatheticD.?Sense of purposeE.?Hard work * Edward Tong@Copyright reserved Jinan University * 30. Which of the following would be defined as the ability or skill to perceive, assess and manage the emotions of one s self and others??A.?Emotional stabilityB.?Coolness under pressureC.?Emotional intelligenceD.?EmpathyE.?Management sensitivity * Edward Tong@Copyright reserved Jinan University * The end * Edward Tong@Copyright reserved Jinan University * * * * * * * * * * * * * * * 10–* Leading by Example FIGURE 10.4 10–* Ethics and Project Management Ethical Dilemmas Situations where it is difficult to determine whether conduct is right or wrong: Padding of cost and time estimations Exaggerating pay-offs of project proposals Falsely assuring customers that everything is on track Being pressured to alter status reports Falsifying cost accounts Compromising safety standards to accelerate progress Approving shoddy work Code of conduct Professional standards and personal integrity 10–* Contradictions of Project Management Innovate and maintain stability. See the big picture while getting your hands dirty. Encourage individuals but stress the team. Hands-off/Hands-on. Flexible but firm. Team versus organizational loyalties. 10–* Qualities of an Effective Project Manager Systems thinker Personal integrity Proactive High