Nonprofit Leadership and Management Exam
Materials
Course Introduction
This course explores the essential principles and practices of leading and managing nonprofit organizations. Students will develop a deep understanding of nonprofit governance, strategic planning, fundraising, financial management, and program evaluation. Through case studies and practical exercises, the course will foster skills in ethical decision-making, volunteer engagement, stakeholder communication, and community partnership building. Emphasis is placed on the unique challenges and opportunities faced by nonprofit leaders in achieving organizational missions and creating positive social impact.
Recommended Textbook
Managing Human Behavior in Public and Nonprofit Organizations 3rd Edition by Robert
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14 Chapters
487 Verified Questions
487 Flashcards
Source URL: https://quizplus.com/study-set/1068
Page 2
B. Denhardt
Chapter 1: Organizational Behavior As a Way of Thinking and Acting
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35 Verified Questions
35 Flashcards
Source URL: https://quizplus.com/quiz/21091
Sample Questions
Q1) The psychological theories of Sigmund Freud are useful when looking at adults in organizational settings.
A)True
B)False
Answer: False
Q2) Which of the following is a "What" of management function?
A) Strategic view
B) Broad perspective
C) Leadership
D) Monitoring
Answer: D
Q3) Jason believes he should focus on the strength, resilience and vitality of his workers. He is most likely influenced by which researcher?
A) Frederick Taylor
B) Martin Seligman
C) Sigmund Freud
D) Robert Waterman E
Answer: B
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Chapter 2: Knowing and Managing Yourself
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35 Verified Questions
35 Flashcards
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Sample Questions
Q1) Which of the following is NOT a characteristic of those with an internal locus of control?
A) Engage in actions to improve their environment
B) Ask more questions
C) Remember more information
D) Believe that what happens is caused by others
Answer: D
Q2) The human value orientation views people and relationships in a negative manner.
A)True
B)False
Answer: False
Q3) Jillian desires to climb to a leadership level in an organization so as to enable integration and coordination of the efforts of others. Which of the following is most likely her career anchor?
A) General Manager competence
B) Security/stability
C) Service/dedication to a cause
D) Autonomy/independence
Answer: A
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Page 4
Chapter 3: Fostering Creativity
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35 Verified Questions
35 Flashcards
Source URL: https://quizplus.com/quiz/21093
Sample Questions
Q1) The motivation to be creative within people is influenced by:
A) Social environment
B) Cultural environment
C) Structural environment
D) All of the above
Answer: A
Q2) "Judging ideas too quickly" and "Defining the problem incorrectly" are examples of:
A) Poor leadership
B) Impediments to creativity
C) Language barrier
D) Lack of support
Answer: B
Q3) The five steps of the creative process are:
A) Preparation, Incubation, Illumination, Verification and Implementation
B) Verification, Incubation, Concentration, Idealization, Preparation
C) Incubation, Discussion, Illumination, Verification and Implementation
D) Preparation, Concentration, Incubation, Illumination and Verification
Answer: D
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5
Chapter 4: Managing Stress
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35 Verified Questions
35 Flashcards
Source URL: https://quizplus.com/quiz/21094
Sample Questions
Q1) The stress response can contribute to our sense of well-being, motivation, and performance.
A)True
B)False
Q2) Which of the following is an effective time management technique?
A) Establishing and reaffirming priorities
B) Taking stock of how you spend your time
C) Reflect on your goals, plans, and commitments
D) All of the above
Q3) Workers' performance can be positively influenced by promoting their:
A) Salary structure
B) Psychological well-being and happiness
C) Self esteem
D) Performance structure
Q4) Which of the following is not a coping mechanism to handle stress?
A) Social Regulation
B) Attitude Adjustment
C) Lifestyle Adjustment
D) Emotional Regulation
Q5) Describe the various stages in the General Adaptation Syndrome.
Page 6
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Chapter 5: Decision Making
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35 Verified Questions
35 Flashcards
Source URL: https://quizplus.com/quiz/21095
Sample Questions
Q1) Strategic decisions do not involve:
A) Gathering intelligence
B) Setting directions
C) A high degree of delegation
D) Uncovering alternatives
Q2) Programmed decisions are those that are:
A) Infrequent
B) Poorly structured
C) Programmed by authority
D) Repetitive and routine
Q3) Which of the following is one of the premises of political explanation?
A) Important decisions are thought to stem from compromises made by a coalition
B) Decisions are formally ratified by more than one individual before execution
C) Decisions are suggested as options by many and then finally selected by one leader
D) Decisions are considered unilateral exercises
Q4) The people that will need to live with the new decisions should be involved in the decision making.
A)True
B)False
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Chapter 6: Motivating Self and Others
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35 Verified Questions
35 Flashcards
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Sample Questions
Q1) McClelland found that those with high achievement needs perform better when they are working on ______________ tasks, want feedback on how well they are doing, and take personal responsibility for their ___________.
A) Moderately difficult; performance
B) Extremely difficult; motivation
C) Easy; motivation
D) Easy; performance
Q2) McGregor's suggested strategies that can be considered consistent with Theory Y assumptions are:
A) Delegation, job enlargement, and participative management
B) Delegation, job creation and leadership
C) Job creation, leadership and change management
D) Job enlargement, change management and delegation
Q3) Which of the following is not an assumption of Theory Y?
A) People are not passive by nature and are capable of self control and self-direction
B) Work is natural and pleasurable
C) Workers are not resistant to change
D) Workers are resistant to change
Q4) Discuss Marcum's arguments on the flaws in motivational theories.
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Chapter 7: Leadership in Public Organizations
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35 Verified Questions
35 Flashcards
Source URL: https://quizplus.com/quiz/21097
Sample Questions
Q1) Despite younger leaders and older leaders growing up in quite different eras, their formative experiences with respect to leadership are remarkably similar.
A)True
B)False
Q2) Leaders tended to be more intelligent, more dependable or responsible, and more active in social situations than others.
A)True
B)False
Q3) Which of the following is NOT a trait of a dynamic leader?
A) Possess accountability
B) Learn from adversity
C) Balance tradition and change
D) Minimize risks
Q4) Achievement-oriented leadership is a style that involves consultation with subordinates and a serious consideration of their ideas before the leader makes a decision.
A)True
B)False
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Page 9
Chapter 8: Power and Organizational Politics
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35 Verified Questions
35 Flashcards
Source URL: https://quizplus.com/quiz/21098
Sample Questions
Q1) According to Max Weber, the ________ type of power is where laws and constitutional processes create legitimate authority.
A) Charismatic
B) Non-traditional
C) Legal-rational
D) Traditional
Q2) Is power a positive or destructive force? Does it vary based on the situation? Discuss, bringing in relevant examples where appropriate.
Q3) People with less power can act to equalize or balance power in a relationship by ________ their needs or demands or ________ other people's alternative sources.
A) Increasing; Increasing
B) Increasing; Decreasing
C) Decreasing; Decreasing
D) Decreasing; Increasing
Q4) The use of coercive power tends to increase referent power, whereas the use of reward power tends to diminish referent power.
A)True
B)False
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Chapter 9: Communicating Effectively With Others
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34 Verified Questions
34 Flashcards
Source URL: https://quizplus.com/quiz/21099
Sample Questions
Q1) In the classic formulation of communication, communication is successful when the ________ understands what the ________ intended
A) Sender; receiver
B) Receiver; sender
C) Listener; speaker
D) Speaker; listener
Q2) Which of the following types of messages might provoke defensiveness on the part of recipients?
A) Hidden agendas
B) Non-judging
C) Encouraging
D) Personal
Q3) Those from the Middle East seem less comfortable touching others than do the English.
A)True
B)False
Q4) Provide three examples of communication failures, listing what the manager might say, what they really meant and what their employee heard. What are the potential consequences for each of your examples of miscommunication?
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Chapter 10: Working in Groups and Teams
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34 Verified Questions
34 Flashcards
Source URL: https://quizplus.com/quiz/21100
Sample Questions
Q1) Which of the following factors makes virtual teams unique?
A) Electronic dependence
B) Geographic dispersion
C) Cultural diversity
D) All of the above
Q2) Without a commitment to achieving a goal or completing a task, a group is not a team.
A)True
B)False
Q3) High performing teams are known for conflict avoidance.
A)True
B)False
Q4) Emotional intelligence has been found to be an important factor in predicting team performance.
A)True
B)False
Q5) Discuss best practices for implementing teams. How can managers assure that implementing a team concept will be effective?
Q6) Compare and contrast groups and teams. How are they similar? How do they differ?
Page 12
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Chapter 11: Managing Conflict
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35 Verified Questions
35 Flashcards
Source URL: https://quizplus.com/quiz/21101
Sample Questions
Q1) The most common source of internal conflict in an organization is insufficient or unsatisfactory ________.
A) Consequences
B) Rewards
C) Communication
D) Leadership
Q2) The Avoidance approach to conflict is ________ on assertiveness and ________ on cooperation.
A) low; low
B) high; low
C) low; high
D) high; high
Q3) True or False. conflict, satisfied individuals are more likely to attribute the causes of their problems to flaws in other parties or in their situations.
A)True
B)False
Q4) Healthy conflict can easily arise out of "forced" competition.
A)True
B)False
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Chapter 12: Organizational Change
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35 Verified Questions
35 Flashcards
Source URL: https://quizplus.com/quiz/21102
Sample Questions
Q1) Appreciative Inquiry focuses on emphasizing the strengths in an organization rather than its weaknesses or "deficits."
A)True
B)False
Q2) The systems approach is seen as a way of ensuring attention to the "big picture."
A)True
B)False
Q3) "Conversion to a new system is costly" is an example of which type of force?
A) Restraining force
B) Driving force
C) Restrictive force
D) Motivating force
Q4) Force field analysis is a useful tool for evaluating a large number of interrelated forces and tracking their likely effects in the future.
A)True
B)False
Q5) What is organizational culture? How is it created or formed? What does it consist of?
Discuss, providing relevant examples where appropriate.
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Page 14
Chapter 13: Representing the Organization on the Outside
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39 Verified Questions
39 Flashcards
Source URL: https://quizplus.com/quiz/21103
Sample Questions
Q1) During presentations before the legislature, you should:
A) Take your time and thoroughly answer all questions
B) When necessary, reinforce other's testimony through repetition
C) Prepare a fact-based opening statement
D) All of the above
Q2) Compare and contrast the use of blogs and social networking as methods of technologically-based communication. What are some advantages and disadvantages of each?
Q3) Which of the following types of technologically-based communications methods can be used for recruitment and career mobility?
A) Discussion forums
B) RSS
C) Social Networking
D) Wikis
Q4) Which of the following is NOT a way in which public agencies interact with elected officials in the legislature?
A) Legislators exercise "oversight" of agency activities
B) Public agencies provide helpful assistance in developing policies
C) The legislature defines the limits and boundaries of public agency activities
D) Public agencies make demands of legislators
15
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Chapter 14: Managing Behavior in the Public Interest
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30 Verified Questions
30 Flashcards
Source URL: https://quizplus.com/quiz/21104
Sample Questions
Q1) Which of the following is NOT a main tenet of the new public service?
A) Serve rather than steer
B) Think local, act global
C) Think strategically, act democratically
D) Serve citizens, not customers
Q2) In the field of public administration, both the goals and the manner in which they are pursued are of critical importance.
A)True
B)False
Q3) One of the main tenets of the new public service is:
A) Serve rather than steer
B) Steer rather than drive
C) Lead rather than follow
D) Public interest is the by-product of the ultimate aim
Q4) Efficiencies can be created by privatizing and contracting out functions.
A)True
B)False
Q5) Discuss the main tenets of the "new public service". How do they differ from traditional models?
Q6) Describe the "new public service: and how it has evolved.
Page 16
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