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In developing a marketing plan, questions various nonprofits might want to ask include:
a) “All of the other choices are reasonable questions various nonprofits might ask in developing a marketing plan.”
b) Do we want to focus on helping former prisoners or the homeless?
c) Is newspaper advertising the best way to attract kids to our after-school program or should we consider creating a web site as well?
d) Do the battered women we are trying to serve just need shelter or do they need job training as well?
2. According to the Smith text, in terms of service to members and society, what is required to sustain a membership organization?
a) ensuring that the nonprofit has the appropriate human resources available to fulfill its strategic plan
b) establishing a meaningful mission statement and making sure that your nonprofit sticks rigidly to that mission
c) offering services that directly benefit members or those in related fields and that members are willing to support financially
d) having an operational plan that is detailed enough to ensure that goals and the people responsible for achieving them are clearly defined
3. Which of the following is an example of the old work of nonprofit boards?
a) Board and management both set policy and implement it
b) Board and management discover issues that matter, mutually determine the agenda, and solve problems together.
c) Structure of board mirrors the institution’s strategic priorities.
d) Structure of standing committees parallels administrative functions.
4. Which of the following illustrates a risk a nonprofit might face when building a relationship with a corporate partner?
a) A nonprofit public television station contracts with a retail company to open a chain of retail stores based on the station’s programs. The stores make some money but traditional donors, believing that the station no longer needs their support, stop donating.
b) A documentary film company uses a considerable amount of a nonprofit’s staff time to produce a film. The film company wins an award from the film, but the nonprofit fails to benefit.
c) To launch the first women’s national competition, a nonprofit women’s tennis organization partner’s with a cigarette company specializing in a cigarette targeted to women. The organization is able to launch its national competition but never completely overcomes the negative image of encouraging women to take up smoking.
d) “All of the other answer choices illustrate these risks.”
 
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The Harvard Co-op orders sweatshirts with the Harvard University emblem on them which costs them $50 each. During a typical month, 900 sweatshirts are sold (this includes all styles and sizes ordered from a particular supplier). It costs $25 to place an order (for multiple sizes and styles) and 25 percent to carry sweatshirts in inventory for a year. The Co-op has discovered that it should establish a safety stock for its sweatshirts. It wants to use a reorder point system with a two-week lead time. The demand over a two-week interval has an average of 450 units. The standard deviation for a two week period is 250 units. a. What reorder point should the Co-op establish to ensure a 95 percent service level? (Round answer up to the nearest integer.) units b. What reorder point should be established to ensure that no more than one stockout occurs in the course of a year? (Round answer up to the nearest integer.) units c. How much average invento will the Co-op carry for part b? Include both cycle inventory and safety stock answer up to the nearest integer.) your answer. (Round units Cycle Inventory Safety Stock Average Inventory units units d. How often will the Co-op turn over its inventory, using the results from part c? (Round answer to 2 decimal places.) times per year
 
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When any major change occurs in a business, it is essential to communicate the change to all stakeholders, including the executives, employees, customers, and vendors. Build a communication plan to inform your company’s stakeholders of the merger or acquisition, any changes in the company’s management expected effects on stakeholders, and expected positive outcomes from the merger or acquisition.

Before you begin,

1. Build a communication plan for the company about the merger or acquisition.

2. Communicate the Vision of the “8-Step Change Model.”

3. Describe how you will:

a. Communicate your change vision to others.

b. Address peoples’ concerns and anxieties openly and honestly.

c. Apply your vision to all aspects of operations – from training to performance reviews.

d. Lead by example.

 
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Be the Manager

You were recently hired in a boundary-spanning role for the global unit of an educational and professional publishing company. The company is headquartered in New York (where you work) and has divisions in multiple countries. Each division is responsible for translating, manufacturing, marketing, and selling a set of books in its country. Your responsibilities include interfacing with managers in each of the divisions in your region (Central and South America), overseeing their budgeting and financial reporting to headquarters, and leading a virtual team consisting of the top managers in charge of each of the divisions in your region. The virtual team’s mission is to promote global learning, explore new potential opportunities and markets and address ongoing problems. You communicate directly with division managers via telephone and email, as well as written reports, memos, and text messages. When virtual team meetings are convened. videoconferencing is often used. After your first few virtual team meetings, you noticed that the managers seemed to be reticent about speaking up. Interestingly enough, when each manager communicates with you individually, primarily in telephone conversations and emails, he or she tends to be forthcoming and frank, and you feel you have a good rapport with each of them. However, getting the managers to communicate with one another as a virtual team has been a challenge. At the last meeting, you tried to prompt some of the managers to raise issues relevant to the agenda that you knew were on their minds from your individual conversations with them. Surprisingly, the managers skillfully avoided informing their teammates about the heart of the issues in question. You are confused and troubled. Although you feel your other responsibilities are going well, you know your virtual team is not operating like a team at all; and no matter what you try, discussions in virtual team meetings are forced and generally unproductive.

What are you going to do to address this problem?


 
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