BUSI 409 Midterm Exam Answers
BUSI 409 Midterm Exam Answers
BUSI 409 Midterm Exam Answers
Question 1. This principle prevents government funds from going directly to religious congregations or to organizations that would use them for religious activities.
Question 2. The idea that a leader must be friendly but cannot permit himself or herself to become too familiar with subordinates is
Question 3. The various life-stage theories have many critics, but the theories reflect a(n) _____ consistent with the values of most nonprofit organizations.
Question 4. In its proper definition, this term involves comparisons among organizations, either at the macro or at the micro level.
Question 5. This identifies the characteristics, values, perceptions, expectations, and concerns of stakeholders, including clients or customers, donors, and relevant government officials.
Question 6. Nonprofit management literature sources include
Question 7. In Dym and Hutson’s alignment map, how many components must be aligned for a perfect fit?
Question 8. Which government entity grants nonprofits their charters?
Question 9. Nonprofits may compete directly with other organizations, nonprofit or for-profit, but also face from all alternative uses for individuals’ time and money.
Question 10. Who did Herman and Heimovics find is actually seen as responsible for the organization’s success or failure?
Question 11. According to Dym and Hutson, alignment is
Question 12. The nation’s first school of management was the
Question 13. As Maslow and other theorists explain, people come to the workplace
Question 14. A generic term that encompasses any relationship in which two or more independent organizations work together toward common objectives is
Question 15. Salamon’s Anatomy classifies nonprofit organizations by
Question 16. What are specific, quantified targets that represent steps toward accomplishing goals?
Question 17. The concept that maintains that organizations in the same field become more like each other as a result of facing similar influences from their environments is
Question 18. A nonprofit that qualifies under Section 501(c) (3) cannot support candidates for public office and must limit its expenditures on
Question 19. According to Simon’s concept of life stages of an organization, what is the last stage?
Question 20. Collaborations and mergers between nonprofits whose missions, operational style, constituencies, or geographic proximities are similar are than those who a lesser level of relatedness.
Question 21. This proposition states that all organizations create value that consists of economic, social, and environmental value components, and that investors simultaneously generate all three forms of value the our providing capital to organizations.
Question 22. If an organization wanted to help highlight its strengths or weaknesses for further analysis, which technique would be most useful?
Question 23. An operational plan describes the specific actions that must be taken to accomplish each objective identified in the strategic plan.
Question 24. With very few exceptions, individuals serving on a nonprofit’s board do so in a paid capacity.
Question 25. It is incumbent upon the governing board to establish policies and priorities, approve the procedures to accomplish them, and monitor and assess the organization’s success in achieving its mission.
Question 26. Through an organizational analysis, the organization’s leaders can identify these external trends/issues that may have an impact on the organization.
Question 27. Monitoring the financial condition of the organization is a responsibility that neither can nor should be delegated.
Question 28. Although the chief executive officer (CEO), the treasurer, and the finance committee have the chief responsibility for developing and tracking the budget, it is every board member’s responsibility to understand the budget, the budgeting and investment procedures, and the organization’s financial history in terms of reserves and restricted funds (if any).
Question 29. Objectives and strategies form the heart of a marketing plan and make use of all the items in the marketing.
Question 30. The process of strategic planning-the development, implementation, and assessment of a plan-is not a single, one-shot event, rather, it is an ongoing continuous process, which must adapt to environmental changes, both external and internal.
Question 31. Nonprofit leaders who think and manage strategically can and should develop mechanisms to continuously (not just during the strategic planning process) monitor emerging trends, opportunities and threats to the organization.
Question 32. Whereas goals – or purposes – identify general policy directions of an organization, mission statements specify how these general policy directions will be carried out.
Question 33. A sales analysis is a method of evaluation that will help determine whether marketing objectives are being met, but it does not yield any information about how much better you might be doing. A market share analysis will give you a sense of the total possible universe and the portion that you “own”.
Question 34. An area of particular concern for many executives is the distinction between the board’s role as policymaker and the chief executive’s role as administrator and implementer.
Question 35. Values and beliefs that recognize constituent needs and expectations can be captured as principles that define the philosophical guidelines for the organization’s activities
Question 36. A nonprofit organization is typically born out of a group’s desire to solve a problem, meet a need, help a profession to develop, or create new opportunities.
Question 37. Goals should be separated from the mission statement so that they can be used as tools to assess the success of the organization in fulfilling its mission.
Question 38. Of major importance is that strategic objectives should not only respond to the needs of constituents, but also be realistic with respect to the organization’s environment, both externally and internally, including the available human and financial resources required to accomplish them.
Question 39. A strategic plan broadly maps the activities the organization should pursue to reach its desired goals; it is not a detailed chronology of action.
Question 40. The operational plan, focuses on the what, whereas the strategic plan will focus on the how.
Question 41. Selling is offering something in exchange for money: “I have something that I want you to buy.” The emphasis is on the seller and the object being offered. An executive with a marketing orientation might say, “you have a need that I understand, and I am offering a product or service to meet that need.”
Question 42. Breaking down a large potential market into special interest groups is called market segmentation, or targeting the market, and that is how marketing is done today
Question 43. Working from the strategic plan, nonprofit organizations then develop coherent, focused, realistic operational plans, describing the specific actions that must be taken to accomplish each objective identified in the strategic plan.
Question 44. Some nonprofits find it helpful to develop both positive and negative scenarios about the organization’s distant future (15 to 20 years into the future).
Question 45. Only standing committees — those that relate to the basic governance of the organization – should be included in a nonprofit bylaws.
Question 46. An analysis of the internal environment means assessing the organization’s strengths and weaknesses in all aspects of the organization.
Question 47. Most governing boards are elected — many by the constituents at large, some by the members of the governing board electing their own replacements.
Question 48. The capacity-building activities undertaken vary according to the organization’s