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Questions and Answers
What is the primary issue with appointing managers in pharma projects?
What is the primary issue with appointing managers in pharma projects?
- Managers are often appointed for their technical skills rather than their understanding of product development. (correct)
- Managers have a tendency to withhold information from subordinates.
- Managers lack authority over project budgets and resources.
- Managers view project team behaviors as insubordinate.
What does the text suggest about the behavior of managers towards their subordinates?
What does the text suggest about the behavior of managers towards their subordinates?
- Managers tend to empower their subordinates with all the necessary information and resources.
- Managers tend to command resources and provide information to subordinates on a need-to-know basis. (correct)
- Managers tend to encourage subordinates to take initiative and make decisions independently.
- Managers tend to trust their subordinates and give them complete autonomy over project operations.
How do project managers in the pharma industry view budget-holding?
How do project managers in the pharma industry view budget-holding?
- As a responsibility that is often held by functional departments. (correct)
- As a symbol of their authority over the project.
- As a source of suspicion from other project managers.
- As an unnecessary burden that hinders project operations.
How are project team behaviors viewed by traditional managers?
How are project team behaviors viewed by traditional managers?
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What does the text suggest about the time devoted to project team operations?
What does the text suggest about the time devoted to project team operations?
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