Nonprofit Management MCQ PDF
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Nonprofit Management
MCQ PDF
Cou
Nonprofit Management explores the unique challenges and opportunities faced by
organizations in the nonprofit sector. This course examines the essential principles of
nonprofit leadership, governance, organizational structures, and strategic planning.
Students will learn about fundraising strategies, volunteer management, program
evaluation, financial stewardship, and ethical considerations. Through real-world case
studies and practical assignments, the course equips learners with the tools necessary
to effectively manage resources, engage stakeholders, and drive social impact within
nonprofit organizations.
Recommended Textbook
Organization Theory and Design 12th Edition by Richard L. Daft
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13 Chapters
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Page 2
Chapter 1: Organizations and Organization Theory
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Q1) Managers in nonprofits direct most of their activities toward earning money for the
company and its owners.
A)True
B)False
Answer: False
Q2) _____ is the micro approach to organizations because it focuses on the individuals
within organizations as the relevant units of analysis.
A)Organizational behavior
B)Organization design
C)Organization theory
D)Organizational culture
Answer: A
Q3) Which of the following types of communication is emphasized by mechanistic
organizations?
A)Lateral communication
B)Spatial communication
C)Horizontal communication
D)Vertical communication
Answer: D
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Page 3
Chapter 2: Strategy,Organization Design,and Effectiveness
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Q1) Briefly explain an organization's mission.
Answer: The overall goal for an organization is often called the mission-the
organization's reason for existence.The mission describes the organization's shared
values and beliefs and its reason for being.The mission is sometimes called the official
goals,which refers to the formally stated definition of business scope and outcomes the
organization is trying to achieve.Official goal statements typically define business
operations and may focus on values,markets,and customers that distinguish the
organization.
Whether called a mission statement or official goals,the organization's general
statement of its purpose and philosophy is often written down in a policy manual or the
annual report.One of the primary purposes of a mission statement is to serve as a
communication tool.The mission statement communicates to current and prospective
employees,customers,investors,suppliers,and competitors what the organization stands
for and what it is trying to achieve.A mission statement communicates legitimacy to
internal and external stakeholders,who may join and be committed to the organization
because they identify with its stated purpose and values.Most top leaders want
employees,customers,competitors,suppliers,investors,and the local community to look
on the organization in a favorable light,and the concept of legitimacy plays a critical
role.
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Page 4
Chapter 3: Fundamentals of Organization Structure
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Q1) A functional structure is also called an M-form (multidivisional)structure.
A)True
B)False
Answer: False
Q2) A liaison role exists when:
A)there is direct contact between managers affected by a problem.
B)there is an exchange of paperwork during a hiring process.
C)a temporary committee composed of representatives from each department
affected by a problem is formed.
D)a person located in one department has the responsibility for communicating and
achieving coordination with another department.
Answer: D
Q3) One disadvantage of the matrix is that some employees experience dual
authority,reporting to two bosses and sometimes juggling conflicting demands.
A)True
B)False
Answer: True
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Page 5
Chapter 4: the External Environment
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Q1) The greatest uncertainty for an organization occurs in the complex,stable
environment.
A)True
B)False
Q2) In rapidly changing environments,the internal organization was much
looser,free-flowing,and adaptive,with a loose hierarchy and decentralized decision
making.
A)True
B)False
Q3) Contracts can provide long-term security by tying customers and suppliers to
specific amounts and prices.
A)True
B)False
Q4) Soft drink bottlers function in the complex,unstable organizational environment.
A)True
B)False
Q5) Describe boundary-spanning roles and the different approaches to these roles.
Q6) Discuss organizational differentiation.How is integration connected to
differentiation?
Page 6
Q7) What comprises an organization's environment?
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Chapter 5: Interorganizational Relationships
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Q1) In resource-dependence relationships,large independent companies have power
over smaller suppliers or partners.
A)True
B)False
Q2) Describe the power implications of resource-dependence relationships.
Q3) Which of the following statements is true about the population-ecology
perspective?
A)It focuses on organizational diversity and adaptation within organizations.
B)It focuses on the alliance of companies to share scarce resources.
C)It focuses on minimizing the dependence of an organization on other organizations.
D)It focuses on the congruence between an organization and the expectations from its
environment.
Q4) Which of the following stages of the population ecology model of organizations
refers to the preservation and institutionalization of selected organizational forms?
A)Retention
B)Variation
C)Exertion
D)Selection
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Page 7
Chapter 6: Designing Organizations for the International
Environment
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Q1) In intercultural teams,members remain in separate locations around the world and
conduct their work electronically.
A)True
B)False
Q2) Which of the following is true of functional managers in successful international
firms?
A)They are involved in identifying and linking an organization's expertise and resources
worldwide.
B)They coordinate various functional activities located within the country to meet the
problems, opportunities, needs, and trends in the local market.
C)They enable an organization to achieve multinational flexibility and rapid response.
D)They help with the transfer of ideas, trends, products, and technologies that arise in
one country.
Q3) Without strong leadership,highly autonomous divisions can begin to act like
coordinated parts of a global whole rather than independent companies.
A)True
B)False
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Page 8
Chapter 7: Manufacturing and Service Technologies
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Q1) Which of the following statements is true about smart factories?
A)The span of control is wide in smart factories.
B)The decision making is centralized in smart factories.
C)The customer demand is stable in smart factories.
D)The tasks are adaptive and craftlike in smart factories.
Q2) Discuss the three types of interdependence defined by James Thompson that
influence organization structure.
Q3) _____ is a technology that builds objects one successive layer of material at a
time.
A)Additive manufacturing
B)CAD
C)CAM
D)Lean manufacturing
Q4) Kaizen is the implementation of a large number of small,incremental improvements
in all areas of an organization on an ongoing basis.
A)True
B)False
Q5) Discuss how the ultimate impact of technology can be understood through the
concept of sociotechnical systems.
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Chapter 8: Using Information Technology for Control and
Coordination
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Q1) xIn connection with the shift to employee participation and empowerment,many
companies are adopting a:
A)decentralized control process.
B)hierarchical control process.
C)vertical organizational structure.
D)centralized organizational structure.
Q2) In decentralized control,the organizational structure is vertical,like a pyramid.
A)True
B)False
Q3) Compare behavior control with outcome control.
Q4) Explain the concept of decentralized control with an example.
Q5) Discuss the working of a balanced design.
Q6) In decentralized control,managers rely on shared goals and values to control
employee behavior.
A)True
B)False
Q7) What is social business? Discuss its advantages using relevant examples.
Page 10
Q8) Explain big data analytics with an example.
Q9) Briefly explain social network analysis.
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Page 11
Chapter 9: Organization Size,Life Cycle,and Decline
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Q1) Explain the size-related paradox that companies face.
Q2) Bureaucracy provides for:
A)easy access to top level managers for grievance redressal.
B)effective ways to increase profit margins for an organization
C)systematic and rational ways to organize and manage tasks.
D)secure provisions to protect whistle-blowing employees.
Q3) Which of the following statements best describes the elaboration stage of
organizational life cycle?
A)It is a mature stage of the life cycle in which a red tape crisis is resolved through the
development of a new sense of teamwork and collaboration.
B)It is the life cycle stage in which an organization is born and its emphasis is on creating
a product and surviving in the marketplace.
C)It is the life cycle stage that involves the installation and use of rules, procedures, and
control systems.
D)It is the life cycle stage in which employees identify with the mission of the
organization and spend long hours helping the organization succeed.
Q4) What are the benefits and drawbacks of a large organization?
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Page 12
Chapter 10: Organizational Culture and Ethical Values
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Q1) Which of the following is a critical function of cultures?
A)To help organizations adapt to the external environment
B)To enforce the policies of the organization in the work environment
C)To project a positive image to competitors
D)To enable the members to work independently
Q2) Which of the following rites in an organization facilitates the transition of employees
into new social roles?
A)Rite of passage
B)Rite of renewal
C)Rite of enhancement
D)Rite of degradation
Q3) Which of the following does the mission culture emphasize?
A)The involvement and participation of the organization's members
B)The rapidly changing expectations from the external environment
C)A consistency orientation for a stable environment
D)A clear vision of the organization's purpose
Q4) Conscious capitalism diminishes the economic success of a company.
A)True
B)False
Q5) Explain social capital and its benefits to an organization.
Page 13
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Chapter 11: Innovation and Change
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Q1) _____ refers to coming up with new ideas for products or services.
A)Idea conversion
B)Idea generation
C)Idea creation
D)Idea incubation
Q2) Discuss the dual-core approach.
Q3) The management core is concerned with the transformation of raw materials into
organizational products and services.
A)True
B)False
Q4) Technology innovations are designed to make production less efficient or to
produce lesser volume.
A)True
B)False
Q5) _____ is the generation of novel ideas that may meet perceived needs or respond
to opportunities.
A)Implementation
B)Innovation
C)Creativity
D)Sustainability
Page 14
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Chapter 12: Decision-making Processes
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Q1) Which of the following is true about nonprogrammed decisions?
A)They have clear-cut decision criteria.
B)They have many alternatives.
C)They are novel.
D)They are well defined.
Q2) In which of the following stages of the organizational decision-making process are
alternative courses of action considered and one alternative is selected and
implemented?
A)The problem monitoring stage
B)The problem identification stage
C)The problem solution stage
D)The problem generation stage
Q3) While making important decisions,it is important to take one's emotions into
consideration.
A)True
B)False
Q4) Define evidence-based management.How do decision makers use it to make better
decisions?
Q5) Discuss the consequences of the garbage can decision process for organizational
decision making.
Page 15
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Chapter 13: Conflict,Power,and Politics
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Q1) Teams and task forces reduce conflict and enhance cooperation because they
integrate people from different departments.
A)True
B)False
Q2) What is the political model of behavior? Why does it prevail?
Q3) As task interdependence moves from pooled to reciprocal,_____.
A)conflict decreases and competition increases
B)the potential for cooperation increases
C)the potential for conflict increases
D)goal incompatibility diminishes
Q4) _____ is the ability of one person or department in an organization to influence
other people to bring about desired outcomes.
A)Cooperation
B)Collaboration
C)Power
D)Personal position
Q5) The rational model is characterized by centralized power and control.
A)True
B)False
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