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Unit 3 Exam > Fundamentals Of Nonprofit > Flashcards

Fundamentals Of Nonprofit Flashcards

0
Q

What are three principles by which nonprofits are held accountable:

A
  • requirements of law
  • self regulation
  • transparency/charity watchdogs
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1
Q

Accountability

A

Taking responsibility for an individual’s or organization’s actions

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2
Q

Recommendations that reflect Sarbanes-Oxley included 33 principles for good governance and ethical conduct in the areas of:

A
  • legal compliance and public disclosure
  • effective governance
  • strong financial oversight
  • responsible fund raising
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3
Q

Charity watchdogs:

A
  • proactively examine nonprofit organizations, applying their own standards
  • complete their evaluations with or without the cooperation of nonprofit organizations
  • can offer a type of certification or assistance that a nonprofit meets their established criteria for ethical operation
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4
Q

What is the debate over performance measurement?

A

Concerns about performance management + need for performance measurement

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5
Q

According to charity navigator, accountability is what?

A

An obligation or willingness by a charity to explain it’s actions to its stakeholders

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6
Q

According to charity navigator, transparency is what?

A

An obligation or willingness by a charity to publish and make available critical date about the organization

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7
Q

Accredation

A

A process in which certification of competency, authority, or credibility is presented

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8
Q

Performance management

A

An ongoing, internal process used to collect and analyze data in order to track the effectiveness of programs on an ongoing basis.

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9
Q

Program evaluation

A

Used to determine whether specific programs are effective in achieving results

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10
Q

Evaluations

A

Usually a one time or periodic effort involving the collection and analysis of extensive data

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11
Q

Efficiency

A

A measure of the proportion of resources used to produce outputs or attain inputs-cost ratios”

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12
Q

Effectiveness

A

Measured by comparing the results achieved with the results sought

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13
Q

Statistical benchmarking

A

A useful technique in strategic planning and may help highlight strengths and weaknesses of the organization that require further analysis.

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14
Q

Corporate benchmarking

A

Compares the organizations practices with those of others doing similar things but who are deemed to be the best at doing it

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15
Q

Inputs

A

The resources dedicated to the program, including money, staff, volunteers, facilities, equipment, and supplies, as well as the constraints imposed by the external environment.

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16
Q

Activities

A

What the program does

Ex: tutoring children or feeding the homeless

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17
Q

Outputs

A

The direct products of the activities and are often relatively easy things to measure
Ex: number or children tutored or number of homeless people fed

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18
Q

Outcomes:

A

The changes that occur in the individuals as a result of their participation in the program
Ex: knowledge or expanded job skills

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19
Q

Logic model

A

A theoretical explanation of the links all the way through the process from inputs to outcomes

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20
Q

Impact investing

A

Investments made into companies, organizations, and funds with the intention to generate measurable social and environmental impact alongside a financial return.

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21
Q

Social stock market

A

The market would allow investors to trade shares in projects that seek to preserve the environment, such as clean technology, and that promote health care, aid for the poor, or other social goods.

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22
Q

Three approaches to formulating strategy:

A
  1. Visioning approach
    2 incremental approach
  2. Analytical approach
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23
Q

Visioning approach

A

Begins with leaders vision and works backwards

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24
Q

Incremental approach

A

Strategy evolves out of experience, one decision at a time

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25
Q

Analytical approach

A

Logic and in depth analysis to improve strategic fit

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26
Q

Strategic planning

A

A process that produces a strategic plan, and directs an organization on the way to implementing it

27
Q

Strategic management

A

An integrated approach to managing the organization that is based on the strategic plan

28
Q

Strategic planning template

A

Step 1: planning to plan
Step 2: clarifying the organizations mission, values, and vision
Step 3: assess the situation

29
Q

Values

A

Principles that the organization holds most important

30
Q

Vision

A

A description of an ideal future

31
Q

SWOT analysis:

A 
An inventory and analysis of the organizations:
Strengths (internal survey)
Weaknesses (internal survey)
Opportunities (external survey)
Threats (external survey)
32
Q

Strategic issues:

A

Areas in which the organization needs to take action

33
Q

Goals

A

Directions that the organization will pursue with respect to the strategic issue

34
Q

Strategy

A

Actions that the organizations intends to take to achieve goals

35
Q

Objectives

A

Specific, quantified targets that represents steps toward accomplishing the goals

36
Q

Mission

A

The reason the organization exists, the starting point for strategic planning

37
Q

Four types of strategic issues:

A
  1. Issues that GO TO THE HEART of the organization’s vision and goals, which involve some fundamental change
  2. Issues that REQUIRE NO ACTION at present but that must be continuously monitored
  3. Issues that require an IMMEDIATE RESPONSE and therefore cannon be handled in a routine way
  4. Issues that requires an IMMEDIATE RESPONSE and therefore cannot be handled in a routine way
38
Q

Harvard policy model:

A
  • plan to plan
  • clarify the organizations mission values and vision
  • assess the situation
  • identify the strategic issues or strategic questions that need to be addresses
  • develop goals, strategies and objectives
  • write and communicate the plan
  • develop operational/implementation plans
  • executive the plan
  • evaluate the results
39
Q

Core competency

A

An ability that an organization can manage and that ideally helps it perform well

40
Q

Distinctive competency

A

A competency that other organizations cannot easily replicate

41
Q

Distinctive core competency

A

Something the organization does well and that others would find difficult to do as well

42
Q

Organizational strategies:

A

Broad directions and those that relate to mission, vision, trends, competitors, partners, and market position

43
Q

Programmatic strategies

A

Related to the programs and activities implemented to achieve specific outcomes

44
Q

Operational strategies

A

Those aimed at enhancing, administrative efficiency, preparedness and execution.

45
Q

Portfolios analysis

A

A technique used by business firms to determine I their various programs, products, and services are in line with their strategies and goals.

46
Q

Commercial marketing

A

Seeks additional customers for programs and services

47
Q

Social marketing

A

Seeks to change human behavior and improve society

48
Q

Product mind-set

A

Effective marketing depends on the quality of the product

49
Q

Sales mind-set

A

Effective marketing depends on convincing consumers

50
Q

Target-audience mind set

A

Effective marketing depends on focusing on the needs and wants of consumers

51
Q

Marketing

A

A process that may encompass communications, but with a very specific purpose

52
Q

Communications

A

The transmission or exchange of communication

53
Q

4 P’s of marketing

A

Product
Place
Promotion
Price

54
Q

Marketing mix

A

The combination of four controllable factors known as the 4 P’s. These 4 factors are adjusted until the right combination of factors produces the most income while serving the needs of the products customers.

55
Q

Brand

A

A name, term, sign, symbols, design or a combination of these is intended to identify the goods and services of one seller or group of sellers and differentiate them from those of competitors

56
Q

Brand attributes

A

The collection of perceived qualities of the organization or it’s product

57
Q

Brand promise

A

The expectations that you have about what you will receive when you buy a specific product or service

58
Q

Brand equity

A

The monetary value that a brand image brings to am organization

59
Q

Effective marketing: CRAM

A

Connection- establish a connection
Reward- promise a reward
Action- inspire action
Memory- stick in memory

60
Q

Experiential level

A

Where audiences are matched with communications media and a communications strategy is developed

61
Q

Price discrimination

A

Charging people different prices based in the market segment to which they belong, determined by objective variables

62
Q

Cost oriented pricing

A

The price charged to the customer or client is set to cover what is costs the organization I produce or provide it.

63
Q

Segmentation

A

Based on research and may employ sophisticated tools developed in the business sector and increasingly adopted by many nonprofits as well

64
Q

Promotion

A

The visible activity that everybody can see

65
Q

Product

A

The good or service being offered

Unit 3 Exam (1 decks)

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