A project manager finds that he does not have direct reward power over salaries, benefits, work assignments, or project funding for members of the project team with whom he interfaces. Does this mean that he is totally deficient in reward power? Explain your answer. Should the amount of risk and uncertainty in the project have a direct bearing on how much authority is granted to a project manager?Explain. You are a subcontractor to company Z, who in turn is the prime contract to company Q. Before any design review or technical interchange meeting, company Z requires that they review all material to be presented both in-house and with company Q prior to the meeting. Why would a situation such as this occur? Is it beneficial? Referring to problem 3 above, during contract negotiations between company Q and company Z, you, as project manager for the subcontractor, are sitting in your office when the phone rings. It is company Q requesting information to support its negotiation position. Should you provide the information