Question 1

An organization is effective when it does the following:&#10;A) Accomplishes its intended goals.&#10;B) Sells less than expected.&#10;C) Has a good balance sheet.&#10;D) Uses fewer resources.

Accepted Answer

An organization is considered effective when it accomplishes its intended goals, which is the primary purpose of the organization. Selling less than expected, having a good balance sheet, or using fewer resources could be indicators of success, but they do not necessarily determine the overall effectiveness of the organization.

Question 2

Why is the question of effectiveness becoming more important for social ventures?&#10;A) Social issues are endemic.&#10;B) Social problems are wicked problems.&#10;C) Governments, corporations and the public are pressuring social ventures to demonstrate their impact.&#10;D) Social entrepreneurship is becoming a global phenomenon.

Accepted Answer

Governments, corporations, and the public are increasingly interested in ensuring that social ventures are truly making a positive impact on the issues they aim to address. This pressure for greater effectiveness is driven by a desire for transparency and accountability, as well as a recognition that resources need to be directed towards solutions that actually work.

Question 3

Which of the following early models of organizational effectiveness assumes that organizations have goals that must be accomplished?&#10;A) Purposive-rational model.&#10;B) Multiple-constituency model.&#10;C) Jackson's model.&#10;D) Social constructionist perspective.

Accepted Answer

The purposive-rational model assumes that organizations have specific goals that they must achieve in order to be effective. This model views effectiveness in terms of how well an organization achieves its stated objectives.

Question 4

Which of the following views of organizational effectiveness suggests that organizations have multiple stakeholders and therefore, must strive to meet the expectations of each of them?&#10;A) Bhargava and Sinha's multidimensional model.&#10;B) Multiple-constituency model.&#10;C) Jackson's model.&#10;D) Social constructionist perspective.

Accepted Answer

The multiple-constituency model suggests that organizations have multiple stakeholders and must strive to meet the expectations of each of them, including employees, customers, suppliers, shareholders, and the community. Bhargava and Sinha's multidimensional model focuses on various dimensions of effectiveness, Jackson's model emphasizes the importance of aligning organizational systems and processes with the external environment, and the social constructionist perspective suggests that organizational effectiveness is constructed through social interaction and communication.

Question 5

Which of the following views treats organizational effectiveness as stakeholders' judgments that are formed in an ongoing process of sensemaking and negotiation?&#10;A) Bhargava and Sinha's multidimensional model.&#10;B) Ridley and Mendoza's model.&#10;C) Jackson's model.&#10;D) Social constructionist perspective.

Accepted Answer

The social constructionist perspective views organizational effectiveness as stakeholders' judgments that are formed in an ongoing process of sensemaking and negotiation, meaning that effectiveness is not an objective, fixed entity but rather a socially constructed concept that emerges from the interactions and interpretations of organizational stakeholders. The other options (A, B, and C) are models or perspectives that focus on specific dimensions of organizational effectiveness or factors that contribute to it, but do not adopt a social constructionist view.

Question 6

Which of the following is not a component of Bhargava and Sinha's multidimensional model of organizational effectiveness?&#10;A) Production.&#10;B) Commitment.&#10;C) Leadership.&#10;D) Balanced scorecard.

Accepted Answer

The balanced scorecard is not a component of Bhargava and Sinha's multidimensional model of organizational effectiveness. The model includes production, commitment, and leadership as the three key components.

Question 7

Which model of social venture effectiveness gathers preselected effectiveness indicators, such as management experience, organizational structure, political impact, board of directors' involvement, volunteer involvement, and internal communications?

A) Bhargava and Sinha's multidimensional model.
B) Ridley and Mendoza's model.
C) Jackson's model.
D) The effectiveness model.

Accepted Answer

The answer of Which model of social venture effectiveness gathers...

Question 8

Which of the following is not one of the key elements of the balanced scorecard for social ventures?&#10;A) Customers.&#10;B) Volunteers' qualifications.&#10;C) Internal processes.&#10;D) Financial perspective.

Accepted Answer

The balanced scorecard for social ventures typically includes four key elements: customers, internal processes, financial perspective, and learning and growth. Volunteers' qualifications are not a typical key element included in the balanced scorecard.

Question 9

An organization is efficient when it does the following:&#10;A) Accomplishes its intended goals.&#10;B) Sells less than expected.&#10;C) Has a good balance sheet.&#10;D) Uses fewer resources.

Accepted Answer

Efficiency is about using fewer resources to achieve the same level of output or results, minimizing waste and maximizing productivity.

Question 10

Which of the following early models of organizational effectiveness construes effectiveness as the ability of an organization to exploit its environment in the acquisition of scarce and valued resources and assumes that an organization's ability to maintain sufficient internal resources is the main criterion for assessing its effectiveness?

A) Purposive-rational model.
B) Multiple-constituency model.
C) Jackson's model.
D) System model.

Accepted Answer

The System model of organizational effectiveness focuses on the organization's ability to acquire scarce and valuable resources from its environment, emphasizing the importance of maintaining sufficient internal resources for assessing its effectiveness. This model views organizations as open systems that interact with their environments to obtain resources necessary for survival and success.

Deck 12: Legal Issues in Social Ventures