Exam 12: Outsourcing: Managing Interorganizational Relations

In traditional project relationships, ________ is limited due to fear of reprisal and lack of continuous improvement opportunity.

Many outsourced projects operate in a _________ environment in which people are linked by computers, faxes, computer-aided design systems, and video teleconferencing.

High levels of __________ and technology can be brought to bear on a project by using contracted services.

Principled Negotiation emphasizes developing win/win solutions while protecting yourself against those who would take advantage of your forthrightness.

Which of the following is reflected in the saying "Seek first to understand, then to be understood"?

Trust can be difficult to forge when interactions are limited and people come from different organizations.

Which of the following is a part of the noncompetitive view of negotiation?

In the Snapshot from Practice "Strategies for Communicating with Outsourcers," which of the following was not one of the suggested strategies?

The __________ project, which created a transportation tunnel between France and England, involved more than 250 organizations.

Which of the following did the state of Ohio do before starting a bond-financed school construction project?

Participants from different organizations working close together at the construction site or in shared office space is an example of a virtual team.

Which of the following is part of the traditional project process?

In a partnering relationship, ________ forms the basis for strong working relationships.

Fisher and Ury champion the ________ approach to negotiation because it emphasizes win/win solutions while protecting yourself against those who would take advantage of your forthrightness.

Regarding customer relations, advice passed on by veteran project managers includes:

The driving motive for increasing the use of outsourcing on projects was:

A value of 1.5 is the accepted target for the Met-Expectations model of customer satisfaction.

A partnering charter states the common goals for the project as well as the procedures that will be used to achieve these goals.

By keeping the focus on the issues and not the personalities, negotiators are better able to let the other person blow off steam.

Toyota and Daimen-Chrysler collaborating with suppliers to develop new automobile platforms is an example of outsourcing.