Deck 7: Strategic Planning and Strategic Management

Question 1

Bryson defines this as "a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization... is, what it does, and why it exists."

A) Operational planning
B) A consensus
C) Strategic planning
D) A process

Answer 1

C

Question 2

The detailed work of producing an operational plan generally needs to be done primarily by:

A) board members.
B) representatives of other constituencies.
C) the CEO.
D) the staff.

Answer 2

D

Question 3

The vision statement is:

A) how the CEO envisions that his or her subordinates should act.
B) a written document that summarizes the organization's financial portfolio.
C) a description of an ideal future.
D) no longer considered necessary for strategic planning.

Answer 3

C

Question 4

This method relates to the actions necessary to implement the strategic plan.

A) Strategic management
B) Operational planning
C) Analytical planning
D) Long-range planning

Question 5

One of the many benefits of strategic planning is that it:

A) relieves the board members of their responsibilities.
B) is a panacea for all organizational problems.
C) reinforces the CEO's power level.
D) provides a basis for rational decision-making.

Question 6

What are specific, quantified targets that represent steps toward accomplishing goals?

A) Values
B) Activities
C) Missions
D) Objectives

Question 7

One of Kearns's three approaches to formulating strategy for an organization maintains that strategy evolves out of experience as the organization goes along, one decision at a time, buffeted by bargaining and the push-and-pull of its constituencies.

A) Incremental approach
B) Visioning approach
C) Analytical approach
D) Mission approach

Question 8

This is a technique used by business firms to determine it their various programs, products, and services are in line with their strategies and goals.

A) Stakeholder analysis
B) Balanced scorecard
C) Portfolio analysis
D) External vision statement

Question 9

The gradual evolution away from the organization's purpose into ancillary activities that may eventually result in an organization that is very unfocused is called:

A) mission devolution.
B) mission creep.
C) spiraling failure.
D) program decentralization.

Question 10

are functions that the organization is required to perform, perhaps by its charter or law.

A) Missions
B) Visions
C) Values
D) Mandates

Question 11

The is used to evaluate company products or services based on the rate of growth in a particular market and the share of the total market that their products and services represent.

A) growth-share matrix
B) Kearns portfolio analysis matrix
C) Harvard policy model
D) MacMillan's portfolio analysis matrix

Question 12

MacMillan's portfolio analysis matrix provides a nonprofit with that may help clarify thinking about each specific program and also about the relationship of its portfolio to its mission as an organization.

A) an increase in revenue
B) a way of recognizing patterns
C) more instances of alternative coverage
D) easier instructions for planning

Question 13

Strategic planning is not a substitute for:

A) leadership.
B) consulting.
C) organizational meetings.
D) accountability.

Question 14

A criticism of strategic planning is that it does not always produce:

A) goals.
B) more revenue.
C) strategies.
D) increased morale.

Question 15

This identifies the characteristics, values, perceptions, expectations, and concerns of stakeholders, including clients or customers, donors, and relevant government officials.

A) Portfolio analysis
B) Organizational strategy
C) Client-value planning
D) Stakeholder analysis

Question 16

define areas in which the organization needs to take action.

A) Strategic issues or questions
B) Core competencies
C) Goal analysis
D) Organizational strategies

Question 17

Strategic planning may not make sense for an organization that:

A) is already doing well.
B) numbers fewer than 50 employees.
C) has poor leadership.
D) is in a state of crisis.

Question 18

One of the benefits of strategic planning is that it helps build wide consensus and common understanding about mission, vision, values, goals, and strategies. That benefit is sacrificed if:

A) it is poorly written.
B) it remains a document available only to a select few in management.
C) only one person writes the actual document.
D) too many underlings have access to the document.

Question 19

These are directions that the organization will pursue with respect to the strategic issues that it has identified.

A) Missions
B) Goals
C) Evaluators
D) Strategies

Question 20

Which of La Piana's three levels of strategies appears at the top of the pyramid, and thus is addressed first?

A) Organizational strategy
B) Operational strategy
C) Programmatic strategy
D) Retrenchment strategy

Question 21

A portfolio analysis is a technique used to determine if programs and services are in line with strategies and goals.

Question 22

A nonprofit organization's board of director's is concerned about how the organization's values and beliefs affect capacity building. The board of director's is applying the:

A) Boston Consulting Group Portfolio Analysis.
B) Harvard Policy Model
C) McKinsey & Company's Capacity Framework.
D) SWOT Analysis

Question 23

Older nonprofit organization are less likely than younger organizations to focus on:

A) building relationships
B) applying organizational assessment tools.
C) reducing bureaucratic practices.
D) ignoring strategic plans.

Question 24

Who created a numerical organizational capacity assessment tool?

A) Harvard University
B) McKinsey & Company
C) Michael Worth
D) The U.S. Department of Commerce

Question 25

The SWOT exercise is used to identify an organization's strengths, weaknesses, opposition, and trends.

Question 26

The Cat Shack nonprofit organization's operating fund grew rapidly but has decreased greatly. According to Brothers and Sherman The Cat Shack would be at what stage of the life cycle?

A) High arc
B) Middle arc
C) Sustained arc
D) Low arc

Question 27

CEOs may not allow volunteers and clients to read the strategic plan.

Question 28

Robert is unhappy that his grant application was rejected because it was written as a means for covering his nonprofit organization's operating costs. This is an example of grant makers:

A) focusing on sustainability.
B) applying traditional grant application processes.
C) concerns about the organization's mission.
D) concerns about the organization's bookkeeping.

Question 29

Marty is holding a meeting with his staff and volunteers to solicit their ideas for organizational improvement. Marty is applying which type of capacity as described by Letts?

A) Program capacity
B) Program expansion capacity
C) Adaptive capacity
D) Internal capacity

Question 30

The board of directors of a nonprofit organization is planning to hold public listening sessions as a means to identify and associate with others sharing similar interest. The board is attempting to build capacity by:

A) developing collaborations.
B) conducting an organizational assessment.
C) looking for ways to reorganize.
D) looking for new staff.

Question 31

The mission statement explains the reason an organization exists.

Question 32

One of the characteristics of a good objective it that it is specific.

Question 33

Betty's Animal Farm has reached its maximum animal capacity and the board of director's needs to decide whether to expand building capacity or to close the nonprofit. Betty's Animal Farm has reached which stage of the nonprofit life cycle?

A) Imagine and inspire
B) Ground and grow
C) Produce and sustain
D) Review and renew

Question 34

Strategic management is an integrated approach that links strategy to implementation.

Question 35

Strategies are mainly defined as the directions that an organization will pursue with respect to strategic issues.

Question 36

The Rubicon Program expanded its already successful programs by:

A) assessing its clients' needs.
B) reorganizing its structure.
C) reducing the size of its paid staff.
D) reducing the size of its volunteer workforce.

Question 37

Staff and volunteers are what part of a nonprofit's capacity?

A) Middle systems
B) Exterior systems
C) Internal systems
D) External systems

Question 38

Strategic planning is focused on the day-to-day operations of the nonprofit.

Question 39

Once a strategic plan has been written, it should be used to stimulate wider discussion throughout the organization and its constituencies.

Question 40

Values are the principles that an organization holds most important.

Question 41

Show how strategic management links strategy with implementation.

Question 42

Ascertain how core competencies are identified.

Question 43

Break down the steps of a basic, generic strategic planning model.

Question 44

Examine the four types of strategic issues, as defined by Bryson. Give an example of each.

Question 45

Compare and contract capacity building activities applied by younger and older nonprofit organizations.

Question 46

Differentiate strategic planning and long-range planning.

Question 47

Analyze the mission statements given in Box 7.1. Which ones only give a statement of the organization's purpose? Which also give a brief statement about how they achieve this purpose? Is one method more effective than the other? Explain.

Question 48

Differentiate between a nonprofit organization's internal and external elements.

Question 49

An organization's capacity elements may not both visible an invisible.

Question 50

Explain the three basic elements that effective planning begins with?

Question 51

Examine the differences between internal and external capacity building environments.

Question 52

Select a nonprofit organization that you are familiar with. Prepare a PEST analysis of your organization.