Nonprofit Management Exam Solutions
Course Introduction
Nonprofit Management explores the unique challenges and opportunities faced by organizations in the nonprofit sector. This course covers essential topics such as governance and leadership, fundraising and financial management, program development, legal and ethical issues, volunteer management, advocacy, and strategic planning. Students will develop practical skills needed to effectively oversee nonprofit operations, ensure sustainability, and evaluate program outcomes. Through case studies and real-world examples, the course emphasizes the importance of mission-driven leadership and stakeholder engagement in achieving social impact.
Recommended Textbook Organization Theory and Design 10th Edition by
Richard L. Daft
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13 Chapters
1152 Verified Questions
1152 Flashcards
Source URL: https://quizplus.com/study-set/1094
Page 2
Chapter 1: Organizations and Organization Theory
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104 Verified Questions
104 Flashcards
Source URL: https://quizplus.com/quiz/21544
Sample Questions
Q1) The 385-page book that McDonald's uses to describe all rules and procedures in each of its stores best represents which of the following dimensions:
A) Learning theory.
B) Sequential interdependence.
C) Formalization.
D) Specialization.
Answer: C
Q2) ____ refers to the amount of resources used to achieve the organization's goals.
A) Stakeholder approach
B) Effectiveness
C) Efficiency
D) Resource management
Answer: C
Q3) Organizations exist to do all of the following except:
A) Bring together resources to achieve desired goals and outcomes.
B) Create a stable, non-changing environment.
C) Facilitate innovation.
D) Create value for owners, customers, and employees.
Answer: B
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Page 3
Chapter 2: Strategy, Organization Design, and Effectiveness
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) In finding its competitive edge within Porters' five forces, Porter suggests that a company can adopt one of three strategies: differentiation, low-cost leadership, or focus.
A)True
B)False
Answer: True
Q2) Official goals provide ____, while operative goals and strategies provide ____.
A) measurable objectives, legitimacy
B) legitimacy, employee direction
C) employee direction, decision guidelines
D) decision guidelines, legitimacy
Answer: B
Q3) According to Porter's competitive strategies, which strategy should a company pursue if it possesses a low cost competitive advantage and a narrow competitive scope?
A) Low-cost leadership
B) Differentiation
C) Focused low-cost leadership
D) Focused differentiation
Answer: C
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Chapter 3: Fundamentals of Organization Structure
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90 Verified Questions
90 Flashcards
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Sample Questions
Q1) Two types of hybrid structures are common today. The approaches combine:
A) product and matrix structures; product and horizontal structures.
B) functional and divisional structures; functional and horizontal structures.
C) marketing and sales; marketing and logistics.
D) horizontal and teams; vertical and authority.
Answer: B
Q2) The product or divisional structure:
A) is not suited to fast change in an unstable environment.
B) centralizes decision making.
C) facilitates integration and standardization across product lines.
D) allows units to adapt to differences in products, regions, and clients.
Answer: D
Q3) Which of the following terms would best be linked with "full-time integrator?"
A) Brand manager
B) Task force
C) Direct contact
D) Vertical control
Answer: A
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5
Chapter 4: The External Environment
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) The greatest uncertainty for an organization occurs in which environment?
A) Complex, stable
B) Complex, unstable
C) Simple, unstable
D) Simple, stable
Q2) Resource dependence means that organizations depend on the environment but strive to acquire control over resources to minimize their dependence.
A)True
B)False
Q3) Which of the following is not a characteristic of the mechanistic process?
A) Knowledge and control of tasks are centralized at the top of the organization
B) Tasks are rigidly defined
C) There is a strict hierarchy of authority and control
D) Communication is horizontal
Q4) A company in a highly uncertain environment is more likely to need a formal integrator.
A)True
B)False
Q5) List and give examples of each of the general environment sectors.
Q6) Explain the pro and con arguments to creation of buffering roles.
Page 6
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Chapter 5: Interorganizational Relationships
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84 Verified Questions
84 Flashcards
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Sample Questions
Q1) When the computer industry first reached the everyday consumer, Commodore computers were extremely popular, and were the first computer ever purchase by many people. As other personal computers such as Apple and IBM entered the marketplace with word processing, data base programs, and a few games, Commodore kept its focus on games. From the perspective of the population ecology, explain what happened to these organizations over the long run, and why.
Q2) What kind of education and training do you think would help prepare you for the reality of being a manager who has to manage a set of interorganizational relationships, beyond managing internal affairs of your own company?
Q3) The institutional view argues that:
A) Organizations do not have legitimacy from their stakeholders.
B) A market-based economy was not constructed in the Soviet Union because such institutions were corrupt.
C) When an organizational field is just getting started, diversity is the norm, but later there is a push for similarity.
D) Organizations have two essential dimensions--institutional and public.
Q4) Compare and contrast coercive forces and normative forces.
Q5) Compare and contrast three types of institutional similarity.
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Chapter 6: Designing Organizations for the International Environment
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92 Verified Questions
92 Flashcards
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Sample Questions
Q1) Network coordinators would enable a manufacturing organization to provide knowledge and integrated solutions across multiple business, divisions, and countries for a large customer.
A)True
B)False
Q2) Which of the following is not a primary segment of the global organizational challenge?
A) The problem of transferring knowledge across a global firm
B) Greater complexity and differentiation
C) The need for integration
D) The need for KSAs
Q3) Select any organization with which you are familiar--your college, the Toyota dealership down the road, a corporation where you work, etc. Analyze the global forces that influence the organization you selected. How should the organization respond to those global forces in order to gain international competitive advantage?
Q4) Discuss each of the motivations for global expansion.
Q5) Innovation refers to the quality of collaboration across organizational units.
A)True
B)False
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Chapter 7: Manufacturing and Service Technologies
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88 Verified Questions
88 Flashcards
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Sample Questions
Q1) Research suggests that FMS can become a competitive burden, rather than a competitive advantage, unless organizational structures and management processes are redesigned to take advantage of the new technology.
A)True
B)False
Q2) Discuss each of the categories of Perrow's framework. Give examples of each.
Q3) Perrow's study is classified as pertaining to organization-level technology, while Woodward's is classified as pertaining to department-level technology.
A)True
B)False
Q4) Reference Case 7.0. Classify Toyz in the organizational framework for manufacturing technology. Explain. Then make recommendations to management for an appropriate structural response based on that analysis. [Hint: Apply the textbook!]
Q5) Service technologies are considered to be labor and knowledge intensive, while manufacturing technologies tend to be capital asset intensive.
A)True
B)False
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Chapter 8: Using It for Coordination and Control
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84 Verified Questions
84 Flashcards
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Sample Questions
Q1) The first step of the feedback control model is to set strategic goals.
A)True
B)False
Q2) Which of the following is an interactive information system that is designed to help managers at all levels make decisions through integrated databases in which a series of "what if" questions can be posed?
A) Decision support systems
B) Transaction processing systems
C) Management information systems
D) Enterprise resource planning
Q3) The MIS is supported by the organization's transaction processing systems and by organizational databases.
A)True
B)False
Q4) Customer relationship management (CRM) systems help companies track customers' interactions with the firm and allow employees to call up a customer's past sales and service records, outstanding orders, or unresolved problems.
A)True
B)False
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Chapter 9: Organization Size, Life Cycle, and Decline
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) In a large company going through the organizational life cycle, the replacement of top management may occur in its elaboration stage as it struggles to revitalize.
A)True
B)False
Q2) Describe Weber's three types of authority that explains the creation and control of larger organizations.
Q3) In which stage the organization faces serious problems, and indicators of poor performance cannot be ignored?
A) Faulty action
B) Dissolution stage
C) Blinded
D) Crisis stage
Q4) Market control is most frequently used in the control of functional departments.
A)True
B)False
Q5) Clan control is generally used by companies that are small and informal or have a strong culture.
A)True
B)False
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Chapter 10: Organizational Culture and Ethical Values
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Companies that put ethics on the back burner in favor of fast growth and short-term profits succeed in the long-run.
A)True
B)False
Q2) Some organizations have dress codes that limit individual freedom in the workplace. Do such rules inhibit the establishment of corporate culture?
Q3) Discuss and draw a diagram of the relationship between ethical standards and legal requirements.
Q4) What type of culture exists in a stable environment with an external strategic focus?
A) Adaptability
B) Bureaucratic
C) Clan
D) Mission
Q5) Organizational culture:
A) is usually written.
B) provides members with a sense of identity.
C) generates commitment to improving market share.
D) all of these.
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Chapter 11: Innovation and Change
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) A(n) ____ provides a safe harbor where ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics.
A) switching structure
B) idea incubator
C) idea champion
D) technical core
Q2) The adoption of an idea or behavior that is new to the organization's industry, market, or general environment is referred to as:
A) the ambidextrous approach.
B) the dual-core approach.
C) strategy and structure change.
D) organizational innovation.
Q3) Give two examples of organizations that have switched structures to maintain an ambidextrous approach.
Q4) Explain why a change in technology, structures and systems, products and services, or people will affect the others elements. Provide an example of the change in one of these elements and how it will affect the other elements.
Q5) What is organization development? Discuss three techniques of O.D.
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Chapter 12: Decision Making Processes
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85 Verified Questions
85 Flashcards
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Sample Questions
Q1) Based on the fact that the Carnegie approach relies on rich face-to-face communication, discuss limitations of the approach for organizational decision making.
Q2) Based on the fact that the management science approach uses quantitative data, which are not rich, discuss limitations of the approach for organizational decision making.
Q3) ____ are repetitive and well-defined, and procedures exist for resolving the problem.
A) Programmed decisions
B) Incremental decisions
C) Nonprogrammed decisions
D) Irrational decisions
Q4) ____ refers to understanding and agreement about how to solve problems and reach organizational goals.
A) Decision learning
B) Technical knowledge
C) Intuitive decision making
D) Management science
Q5) List and describe the steps of the rational approach to decision making.
Q6) Discuss the four cells of the contingency framework.
Page 14
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Chapter 13: Conflict, Power, and Politics
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) Attributes identified in our text as generating intergroup conflict include all of the following \(\text {\underline{except } }\):
A) differentiation.
B) task interdependence.
C) goal incompatibility.
D) personality.
Q2) Limited resources refer to the dependence of one unit on another for materials, resources, or information.
A)True
B)False
Q3) Applying what you know about sources of conflict, you could conclude that as task interdependence moves from pooled to reciprocal interdependence:
A) conflict would decrease and competition would increase.
B) the potential for cooperation increases.
C) the potential for conflict increases.
D) greater goal incompatibility arises.
Q4) What political tactics are recommended for using power?
Q5) Describe when political activity is used.
Q6) Explain the five sources of personal power and provide an example of each.
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