Explanation:
In a strong matrix organization, the balance of power shifts toward the project manager. In a weak matrix organization, the balance of power shifts toward the functional or line manager.

Explanation:
Problem-oriented people tend to learn and use whatever problem-solving techniques appear helpful. Although the project manager must be politically sensitive, team members need not have developed this skill to the extent required of the project manager; and
rather than focusing on individual activities, team members should take a systems approach focusing on the entire project.

Explanation:
Matrix management is useful but complex, involving difficult communication because of the use of borrowed and often part-time resources who are spread throughout the organization.

Explanation:
An effective team is critical to project success, but such a team is not born spontaneously. In early project phases, it is vitally important for the project manager to place a high priority on initiating and implementing the team-building process.

Explanation:
Project performance appraisals are a tool and technique for the manage project team process and are used, among other objectives, to reclarify roles and responsibilities. It is critical that team members receive positive feedback in what might otherwise be a
hectic environment.

Explanation:
Herzberg advanced the theory that hygiene factors, such as the poor attitude of a supervisor, lead to dissatisfaction but not usually to decreased motivation. When motivators, such as responsibility and recognition, are lacking, they lead to job dissatisfaction, but
when such motivators are present, they tend to motivate a person in the performance of his or her work.

Explanation:
Staff assignments in organizations are governed by the policies, procedures, or guidelines of individual components. These policies will constrain the project manager’s actions in acquiring a project team. The more familiar the project manager is with such
policies, the easier it will be for him/her to assemble a team. Such recruitment practices are examples of personnel administration policies; an enterprise environmental factor, which is an input to acquire project team.

Explanation:
The relative position of the project coordinator in the organization is thought to lead to an increased level of authority and responsibility.

Explanation:
Shared leadership is more than participatory management or collaboration; it involves letting the project team take over as much of the leadership role as it will accept.

Explanation:
The responsibility assignment matrix defines project roles and responsibilities in terms of work packages and activities. It can be used to show who is a participant, who is accountable, who handles review, who provides input, and who must sign off on specific
work packages or project phases.