Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Nonprofit Management > Managing People and Leadership. Strategic Positioning and Marketing. > Flashcards

Managing People and Leadership. Strategic Positioning and Marketing. Flashcards

1
Q

Different approaches to leadership

A
  • Leaders are born
  • Leaders are trained
  • Leadership as a process when one individual exercises influence over others
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Two dimensions of leadership style (behavioral approach)

A
  • Supportive behavior (consideration) - praising, listening, linked to satisfaction
  • Directive behavior (initiating structure) - telling and showing people what to do, when to do it, how to do it, and providing frequent feedback on results
    linked to performance
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Situation Leadership

A 
directive behavior, supportive behavior
Delegating (4)
Participating (3)
Selling (2)
Telling (1)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Transformational Leadership (process approach)

A
  • Emphasis on developing personal relationships
  • Appealing to shared values and ideals

Works when: no formal power, no resources to be exchanged, high motivation of stakeholders is crucial for success

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Transformational Leadership Model

A

Build commitment to the vision, develop/communicate a strategic vision, encourage experimentation, model the vision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Developing an ethical orgaization

A

individual integrity (autonomy) and institutional integrity (authority)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Ethical Orientation

A

From low to high:

Opportunists/Immoral managers
Pragmatists/Amoral managers
Idealists/Moral managers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Why people fail to be ethical?

A
  1. Unawareness and insensitivity
    - Moral blindness, internal rationalizations, false assumptions
  2. Selfishness - lack of readiness to sacrifice one’s interest, self indulgence, self-protection
  3. Defective reasoning - mistakes in evaluation
    - Overestimation of the costs of doing the right thing
    - Underestimation of the cost of unethical conduct
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Moral Silence in Organization - Key Issues

A
  1. Failure to speak a common language - diff goals and roles among departments/people
  2. Obedience to authority - they know better, I can’t say no
  3. The lesser of two evils - pressure to choose between two unethical options
  4. Group thinking - social proof phenomenon, loyalty, & group
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

NPO’s stakeholders

A

Governing board, CEO, management team, paid staff, volunteers, advisory boards, auditing committees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Governing Board in NPO

A
  • Establishes and supervises compliance of values, mission, and vision
  • Approves strategy
  • Appoints, supports and evaluates the CEO
  • Safeguards legal compliance, accountability and financial stability
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Motives vs Orientation in Management

A

Orientation: Shareholder model, Stakeholder Model
Motives: self-interest (instrumentally rational), normative/moral duty (value rational)

Shareholder Model x Self-interest: Productivism
Stakeholder Model x Self-interest: Progressivism

Shareholder Model x Normative/Moral Duty: Philanthropy
Stakeholder Model x Normative/Moral Duty: Pluralism

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Leadership vs Management

A

Leadership: long-term, purpose, relationship, motivation & inspiration to change
Management: short/mid-term, rules, processes, performance, & efficiency

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Drivers of wages in NPOs

A

Higher:

  • weaker internal control
  • responsibility is spread
  • no base to calculate

Lower:

  • lower average budgets
  • higher public control, pressure on transparency
  • competition
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Motivation crowding theory

A

external motivators such as monetary incentives or punishments can undermine internal motivation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Volunteering

A

higher satisfaction, simply because if unsatisfied will not volunteer

17
Q

Psychological motivations to volunteer

A
  • values
  • understanding
  • social
  • career
  • protective
  • enhancement
18
Q

Predictors for volunteering - international perspective

A
  • personal factors
  • psychological factors
  • cultural factors
19
Q

best practices for volunteer management

A

prepare carefully, recruit and hire volunteers as if they were employees, recognize and reward as if they were donors

20
Q

Marketing definition for NPO

A

Building relationships with specific stakeholders that create desired action, which aligns with the organizational mission in tangible and measureable ways.

21
Q

Marketing Process

A 
Set goals, strategy, target, groups
Prepare marketing program
Build relationships
Create impact
Measure & Understand
22
Q

Strategic planning - goal setting

A

Outputs, Outcome, Impact

23
Q

Outputs

A
  • value/# of services delivered
  • # of events organized
  • # of participants served
  • # of promo materials delivered
24
Q

Outcomes

A
  • # of new beneficiaries, donors, volunteers, memebrs
  • knowledge transfer
  • change of attitudes and behaviors, improved condition
25
Q

Impact

A
  • homeless ratio decrease, crime ratio decrease, unemployment ratio decrease
26
Q

Target groups

A
  • stakeholders: clients, beneficiaries, donors
  • segmentation
  • choosing the segment as target group
27
Q

Market Segmentation Criteria

A

Geographic, demographic, psychographic, behavioral

28
Q

NPO positioning

A

desired place of NPO offer/program in the minds of target stakeholders

29
Q

NPO branding

A
  • Name, term, sign, design, or a combo of these that identifies the org, or it’s offer
30
Q

Operational Planning

A

product/service/program, distribution/program design, financial and non-financial costs, communication

31
Q

Marketing - mix for NPO - 4Ps/4Cs

A

Customer Value (Product), Convenience (Distribution), Cost (price), Communication (Promotion)

32
Q

Anonimous -> Personal

A

poster, leaflet, outdoor, mass media

impersonal message: website, social, crowd-funding platforms

Personalized message - making direct connections with carefully targeted individuals using databases

33
Q

NPO Positioning Model

A

Mission Values > Sources of Competence > Features > Rational Benefits > Cognitive Benefits > Emotional Benefits > Personality

Rational Elements
Emotional Elements

Personality

Nonprofit Management (4 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions