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Download Nonprofit Management Principles and Practice 3rd Edition Worth Test Bank all chapters
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Nonprofit Management 3e
Michael J. Worth
Instructor Resource
Multiple-Choice Questions
2. In 2009, capacity-building receive a new boost when the U.S. Congress passed this, which
included a Nonprofit Capacity Building program to provide grants for organizational development
to small and mid-sized nonprofits over the years 2010 to 2014.
a. Patriot Act
b. Sarbanes-Oxley Act
c. Nonprofit Integrity Act
*d. Serve America Act
3. Paul Light defines this as “everything an organization uses to achieve its mission, from desks and
chairs to programs and people.”
*a. capacity
b. programming
c. program load
d. facilities
4. The term that is defined as the ability to learn as an organization and identify ways to improve, to
change in response to client needs, to create new and innovative programs, and to create an
environment that is motivating to staff and volunteers is
a. program delivery capacity.
*b. adaptive capacity.
c. program expansion capacity.
d. capacity building.
6. What does McKinsey & Company call the “invisible thread that runs throughout the entire
subject of capacity building”?
*a. An organization’s culture
b. An organization’s aspirations
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Nonprofit Management 3e
Michael J. Worth
Instructor Resource
c. An organization’s strategies
d. Organizational skills
7. According to Simon’s concept of life stages of an organization, what is the last stage?
a. Produce and sustain
b. Imagine and inspire
c. Ground and grow
*d. Review and renew
9. What shape does Light use to explain his organizational life cycle theory?
a. Pyramid
*b. Spiral
c. Ladder
d. Circle
10. In 2009, a survey by the Bridgespan Group found that nonprofits was
considering a merger.
*a. 1 in 5
b. 1 in 10
c. 1 in 100
d. 1 in 1,000
11. Activities undertaken by two or more nonprofits that are more than informal collaboration but
stop short of corporate integration are
a. mergers.
b. strategic restructuring.
c. partnerships.
*d. strategic alliances.
12. These types of relationships imply increasingly less autonomy for participating organizations
and may include parent–subsidiary partnerships, joint venture corporations, management service
organizations that support one or more nonprofits, and—ultimately—mergers.
a. Administrative consolidations
b. Joint programming
*c. Corporate integrations
d. Restructuring partnerships
13. A generic term that encompasses any relationship in which two or more independent
organizations work together toward common objectives is
*a. collaboration.
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Nonprofit Management 3e
Michael J. Worth
Instructor Resource
b. partnership.
c. merger.
d. communication.
16. Collaborations and mergers between nonprofits whose missions, operational style,
constituencies, or geographic proximities are similar are than those with a lesser
level of relatedness.
a. less likely to succeed
*b. more likely to succeed
c. shorter lived
d. longer lived
17. Collaborations or mergers that combine units within a single corporate entity are called
a. joint mergers.
b. intermergers.
*c. intramergers.
d. corporate integrations.
18. National nonprofits with local chapters follow one of two principal organization forms: a single
corporation or a(n)
a. strategic alliance.
b. venture philanthropy.
c. amalgamation.
*d. federation.
3
Nonprofit Management 3e
Michael J. Worth
Instructor Resource
20. As the economy improves, probably returning ultimately to a higher level of prosperity,
pressures for nonprofits to collaborate and merge
a. will likely start to fall.
*b. are not likely to abate.
c. will likely skyrocket.
d. will likely force many nonprofits to seek government bailouts.
True/False Questions
21. In recent years there has been a transition from replicating programs to building strong nonprofit
organizations that can sustain them.
*a. True
b. False
22. One of the problems with traditional models of grant making has been that they encourage
nonprofits to keep overhead costs high.
a. True
*b. False
23. The lack of capacity has the potential to undermine the effectiveness of programs over the long
run.
*a. True
b. False
24. Capacity is everything an organization uses to achieve its mission with the exception of the staff
and volunteers.
a. True
*b. False
25. Capacity is only important at the beginning of a nonprofit’s organizational life cycle.
a. True
*b. False
26. An organization that is building its foundation and growing is considered to be in the “ground
and grow” stage in the life cycle of nonprofit organizations.
*a. True
b. False
27. Collaboration is when two or more organizations work together toward common objectives.
*a. True
b. False
28. When two nonprofit organizations merge, they each keep their own identity and status.
a. True
*b. False
4
Nonprofit Management 3e
Michael J. Worth
Instructor Resource
30. The combining of units within a single corporate entity is called an “intramerger.”
*a. True
b. False
31. List the five elements of capacity as given by Connolly and Lukas.
Ans: Varies
32. What does the organization of the McKinsey & Company comprehensive capacity framework in
the form of a pyramid imply about the elements included?
Ans: Varies
33. According to Simon’s concept of life stages of an organization, what may happen to an
organization that fails to move to the stage of “review and renew”? Why?
Ans: Varies
34. In the debate about consolidation of the nonprofit sector, what is the alternative to nonprofit
mergers that La Piana suggests?
Ans: Varies
35. List and describe two (2) of the most common issues in a merger and discuss how a nonprofit
might minimize those issues in a merger situation.
Ans: Varies
36. In the discussion of collaborations, what is a driver, and what are the two types of driver?
Ans: Varies
37. Why would a nonprofit with more diversified sources of revenue be less inclined to collaborate
or merge?
Ans: Varies
38. What are the three driving forces of an organization’s proclivity to collaborate or merge,
according to McCormick?
Ans: Varies
5
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—Como siempre.
—Oiga usted —preguntó Isabelilla curiosa—, ¿por qué toman
siempre los cocheros entrecot con patatas?
Después, al notar que Luis echaba mano al portamonedas, abrió
rápidamente el bolso y dejó caer sobre la mesa un billete de cinco
duros.
—No te pongas tonto, porque ya te he dicho que esta noche
convidaba yo.
—Isabel, coge ese dinero.
—Te digo que no. Cobre usted de aquí, mozo; o cobra usted o
rompo el billete.
No había más remedio que ceder, y cedió, aunque de mala gana.
—Vamos, no te enfades —exclamó ella cariñosa cuando volvieron a
estar solos—, no te enfades tú conmigo, nene mío... Era un capricho
que yo tenía; ¿me vas a quitar tú a mí un capricho?
Y le miraba zalamera, cogiéndole las manos y besándoselas
dulcemente.
Sobre los esqueléticos árboles del merendero, el cielo comenzaba a
clarear con los primeros amarillentos tintes del crepúsculo.
—¡Qué barbaridad! Está amaneciendo. Vámonos.
—Sí, vámonos; ¿pero se va a quedar esta entera? —exclamó
señalando la botella de manzanilla—. Anda, cobarde, que no se diga
que la hemos tenido miedo. Bebe.
Bebieron de prisa, sin soltar los vasos, a grandes sorbos, como
chicos sedientos. Cuando ya solo quedaban un par de dedos de vino
Isabelilla cogió la botella, y aplicando los labios al gollete se lo bebió
de un solo trago.
—¡Ea!, ya está. Vámonos.
Y colgándose del brazo de Luis echó a andar más firme de lo que
podía suponerse.
—Oye, en cuanto lleguemos al coche, nos vamos a fumar un
cigarrillo a medias, ¿quieres?
Un cigarrillo a medias
poder fumar, poder fumar.