Question 1

The process of increasing the impact that a social-purpose organization produces so that it better matches the magnitude of the social need or problem it seeks to address is best described as ____________.

A) Measuring effectiveness.
B) Scaling.
C) Competing.
D) Benchmarking.

B

Accepted Answer

The process of increasing the impact of a social-purpose organization to better match the magnitude of the social need or problem it seeks to address is known as scaling. This involves expanding the reach, scope, and effectiveness of the organization's programs and activities to more fully address the root causes of the problem and make a greater impact. Measuring effectiveness (choice A) is an important part of this process, but it is not the same as scaling. Competing (choice C) and benchmarking (choice D) may also be important factors for a social-purpose organization to consider, but they are not the best descriptions of the process of increasing impact through scaling.

Question 2

Continuing from the previous question, if the connection between the home office and the geographic units is more relaxed, this would be an example of _________.&#10;A) Affiliation.&#10;B) Branching.&#10;C) Capacity building.&#10;D) Staffing.

Accepted Answer

Affiliation refers to a loose connection between the home office and geographic units, where the units are given greater autonomy to make decisions and operate independently. Therefore, this option best fits the given scenario. Branching refers to expanding the organization's services or products to new markets or areas. Capacity building refers to developing and strengthening the skills and abilities of an individual or organization, whereas staffing refers to the process of hiring employees. Neither of these options accurately reflect the scenario described.

Question 3

Suppose that a social venture scales its activities in several geographic locations by establishing units that are tightly controlled by headquarters. This would be an example of ____.&#10;A) Affiliation.&#10;B) Branching.&#10;C) Capacity building.&#10;D) Social franchising.

Accepted Answer

Branching involves a central organization replicating its activities in new locations under its direct control, which matches the description given.

Question 4

One of the strategies of scaling a social venture's activities includes strengthening its internal capabilities. This is an example of ____________.&#10;A) Affiliation.&#10;B) Branching.&#10;C) Capacity building.&#10;D) Social franchising.

Accepted Answer

Strengthening internal capabilities through capacity building is a key strategy for scaling a social venture. This involves improving the organization's management practices, human resources, financial management, and other aspects of its operations to increase its ability to deliver its social impact goals at a larger scale. Affiliation, branching, and social franchising are other strategies for scaling, but they do not necessarily involve strengthening internal capabilities.

Question 5

Which of the following is not a benefit of scaling?&#10;A) Increased chance of survival.&#10;B) Improved efficiency.&#10;C) Increased financial vulnerability.&#10;D) Enhanced effectiveness.

Accepted Answer

Scaling typically allows a business to increase efficiency and effectiveness, and also improves the chances of survival. However, scaling can also lead to increased financial vulnerability if not done properly. Therefore, the correct answer is C - increased financial vulnerability - as it is not a benefit of scaling.

Question 6

Which of the following is not a reason why social ventures scale their activities?&#10;A) Moral imperative.&#10;B) Demand-side pressures.&#10;C) Organizational needs.&#10;D) Balanced scorecard.

Accepted Answer

The balanced scorecard is a framework for measuring organizational performance, and is not a reason why social ventures scale their activities. Moral imperative, demand-side pressures, and organizational needs are all common reasons why social ventures seek to expand their activities or impact.

Question 7

Suppose that a social venture is deciding to scale its activities. To this end, the social venture asked you to identify the driving forces that will positively influence a movement toward scaling as well as the restraining forces that will prevent such a movement. Which technique would you likely use?

A) Benchmarking.
B) Force-field analysis.
C) Environmental scanning.
D) Competitive intelligence.

Accepted Answer

Force-field analysis is a technique used to identify driving and restraining forces that will affect a planned change or decision. In this case, the social venture is considering scaling its activities, and force-field analysis can help identify the factors that will support or hinder this decision. Benchmarking involves comparing the performance of the social venture with other organizations, while environmental scanning and competitive intelligence are techniques used to gather information about the external environment and competition. These techniques may provide useful information, but do not specifically address the driving and restraining forces related to scaling the social venture.

Question 8

If a social venture decides to deepen its knowledge of the market and focuses on developing and becoming expert in providing the required services it would be ____________.&#10;A) Scaling deep.&#10;B) Scaling down.&#10;C) Scaling up.&#10;D) Competing effectively.

Accepted Answer

Scaling deep refers to focusing on developing expertise in providing services rather than expanding the size or reach of the venture. This approach allows social ventures to improve the quality of their services and make a greater impact in their targeted market.

Question 9

John, a social entrepreneur, has just decided to expand the services of his social venture to other geographic locations. This is an example of __________.&#10;A) Scaling deep.&#10;B) Scaling down.&#10;C) Scaling up.&#10;D) Competing effectively.

Accepted Answer

Scaling up refers to expanding a social venture's services or reach to new geographic locations or target populations. This allows the venture to increase its impact and reach more beneficiaries.

Question 10

Which of the following is not a component of the SCALERS model?&#10;A) Staffing.&#10;B) Communication.&#10;C) Alliance building.&#10;D) Social franchising

Accepted Answer

The SCALERS model consists of six components: scale-up planning, community engagement, advocacy, leadership development, evaluation and research, and social franchising. Social franchising is not a component of the model.

Deck 13: Managing and Growing a Social Venture