Deck 7: Developing Strategy, Building Capacity, and Managing Risk

Question 1

What tool is used to identify expectations of clients?

A) portfolio analysis
B) stakeholder analysis
C) client value planning
D) organizational strategy

Answer 1

B

Question 2

______ are areas in which organizations need to take action.

A) Mixed maps
B) Strategic issues
C) Core competencies
D) Competitive positions

Answer 2

B

Question 3

The detailed work of producing an operational plan is primarily done by the ______.

A) staff
B) volunteers.
C) board members
D) the chief executive officer

Answer 3

B

Question 4

The gradual evolution away from the organization's purpose into ancillary activities is called ______.

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

Question 5

Which of La Piana's three levels of strategies is addressed first?

A) operational
B) programmatic
C) retrenchment
D) organizational

Question 6

Strategic planning may not make sense for an organization that ______.

A) is performing well
B) is in a state of crisis
C) has fewer than 50 employees
D) has been in existence for a long period of time

Question 7

Leaders of nonprofit organizations can use the Bell, Masaoka, and Zimmerman matrix map to identify program ______.

A) goals
B) missions
C) strategies
D) objectives

Question 8

One criticism of strategic planning is that it does not always produce ______.

A) goals
B) strategy
C) increased revenue
D) improved programs

Question 9

The vision statement is ______.

A) a description of an ideal future
B) a written document that summarizes fund-raising goals
C) no longer considered necessary for strategic planning
D) how the chief executive officer envisions subordinates should act

Question 10

What action is necessary to implement a strategic plan?

A) analytical planning
B) operational planning
C) strategic management
D) long-range management

Question 11

Bryson defines a process that helps to determine organizational "what, why, and how" as ______.

A) managing risk
B) capacity building
C) strategic planning
D) operational planning

Question 12

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

A) values
B) missions
C) activities
D) objectives

Question 13

One benefit of strategic planning is it helps to build common understanding about the organizational mission. This benefit is sacrificed if ______.

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

Question 14

What technique is used by business firms to determine if their services are in line with the strategies and goals?

A) external audit
B) portfolio analysis
C) balanced scorecard
D) stakeholder analysis

Question 15

What are Kearns's three approaches for formulating organizational strategy?

A) mission, vision, and values
B) programs, means, and ends
C) goals, objectives, and strategy
D) analytical, incremental, and visioning

Question 16

______ are functions an organization is required to perform per its charter.

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

Question 17

Strategic planning is not a substitute for ______.

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

Question 18

MacMillan's portfolio analysis model helps planners recognize program patterns in relationship to organizational ______.

A) goals
B) missions
C) strategies
D) objectives

Question 19

______ are directions the organization will pursue.

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

Question 20

One benefit of strategic planning is it ______.

A) is a panacea for all organizational problems
B) provides a basis for rational decision-making
C) reinforces the chief executive officer's power
D) relieves the board members of planning responsibilities

Question 21

Chief executive officers may not allow clients to read the strategic plan.

Question 22

A grant writer wrote a grant application that was rejected because it focused on obtaining funds to cover operating costs. This is an example of grantmakers ______.

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

Question 23

A characteristic of a good objective is that it is specific.

Question 24

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

Question 25

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

Question 26

Who created a numerical organizational capacity assessment tool?

A) Michael Worth
B) Harvard University
C) Independent Sector
D) McKinsey & Company

Question 27

Values are the principles an organization holds most important.

Question 28

A nonprofit board of directors is studying how the organization's culture impacts capacity building. The board of directors is applying the ______.

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

Question 29

Older nonprofit organizations are less likely than younger organizations to focus on ______.

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

Question 30

Once a strategic plan is written, it should be used to stimulate wider discussion throughout the organization.

Question 31

A nonprofit chief executive officer (CEO) is holding a meeting with volunteers to solicit their ideas for organizational improvement. The CEO is applying which type of capacity as described by Letts?

A) internal
B) adaptive
C) program
D) expansion

Question 32

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

A) low
B) high
C) middle
D) sustained

Question 33

Strategic plans detail how the operational plan will be achieved.

Question 34

Volunteers are what part of a nonprofit's system capacity?

A) middle
B) exterior
C) internal
D) external

Question 35

Farmers Animal Farm reached its maximum animal capacity and the board needs to decide whether to expand building capacity or to close the nonprofit. Farmers Animal Farm has reached which stage of the nonprofit lifecycle?

A) ground and grow
B) review and renew
C) imagine and inspire
D) produce and sustain

Question 36

The mission statement explains the reason an organization exists.

Question 37

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

Question 38

Strategies are the directions an organization will pursue with respect to strategic issues.

Question 39

The board of directors of a nonprofit organization is holding a public listening session to associate with others sharing similar interests. The board is attempting to build capacity by ______.

A) developing collaborations
B) recruiting additional staff
C) looking for ways to reorganize
D) assessing organizational performance

Question 40

The Rubicon Program expanded its already successful programs by ______.

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

Question 41

Explain how strategic management links strategy with implementation.

Question 42

Differentiate "strategic planning" and "long-range planning."

Question 43

Explain how an organization determines its core competencies.

Question 44

Explain the three basic elements that effective planning begins with.

Question 45

List and explain the four most common risks that concern nonprofit organizations.

Question 46

A portfolio analysis is a technique used to determine if program strategies are in line with organizational goals.

Question 47

Construct a basic, generic strategic planning model to a nonprofit organization that you are familiar with.

Question 48

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

Question 49

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

Question 50

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

Question 51

Examine the differences between internal and external capacity building environments.

Question 52

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