【精品】课件---考后点.ppt

FFG Chapter 2 5. High impact nonprofits engage in only direct service advocacy (T/F)? False …both direct service and advocacy. P 49 FFG Chapter 2 6. Nonprofits that provide services create local solutions, which can inform their policy positions. P. 51 FFG Chapter 2 8. What was the underlying reason organizations decided to engage in advocacy? “To have more impact on the problems they were trying to solve.” p. 55 FFG Chapter 2 best nonprofits both advocate and serve T FFG Chapter 3 4. What are the three ways to leverage business and why? P. 78 Change business practices- to make companies more socially responsible. Partner with business- accessing corporate donations and volunteers to creating better strategy. Run a Business- running earned income business ventures. FFG Chapter 3 5. See table 3.1 – List 3 organizations and their leading corporate partnerships: P. 86 City Year (Organization) - Bank of America (Partner) EDF Fund (Organization – Wal-Mart, Fed Ex, McDonald’s (Partner) Habitat for Humanity (Organization) – Citigroup (Partner) FFG Chapter 3 10. Nonprofit organizations cannot harness the private sector as a force for good. (T/F) False, they can. FFG Chapter 6 3. What drives innovation? Sometimes external sources (as an organizations environment shifts the group responds) Sometimes internal dynamics (an organization evaluates its own programs and decides changes depending on gaps between goals and results). P 153 FFG Chapter 6 5. According to Figure 6.3 “High Impact Nonprofits can excel at different phases of the cycle of adaptation. The Free Spirits tend to evaluate and learn what works. (T/F) Why? False, the Free Spirits tend to experiment and evaluate…the MBAs tend to evaluate and learn what works. P. 164 FFG Chapter 6 6. Great nonprofits never adapt or modify their tactics. (T/F) False, great nonprofits constantly adapt and modify their tactics. P. 172 FFG Chapter 6 7. It is not important to find the balance between stifling bureaucracy and unbr