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Organizational Administration for Nonprofit Correctional Ministries

Lesson One

Introductory Thoughts

4 Activities
|
1 Assessment
- Quiz
Lesson Two

Planning

4 Activities
|
1 Assessment
- Quiz
Lesson Three

Correctional Ministry Nonprofits

4 Activities
|
1 Assessment
- Quiz
Lesson Four

Program Management and Evaluation

4 Activities
|
1 Assessment
- Quiz
Lesson Five

Policies and Procedures

4 Activities
|
1 Assessment
- Quiz
Lesson Six

Organizational Leadership

4 Activities
|
1 Assessment
- Quiz
Lesson Seven

Leading a Team

4 Activities
|
1 Assessment
- Quiz
Lesson Eight

Communications

4 Activities
|
1 Assessment
- Quiz
Lesson Nine

Human Resource Management I

4 Activities
|
1 Assessment
- Quiz
Lesson Ten

Human Resource Management II

4 Activities
|
1 Assessment
- Quiz
Lesson Eleven

Volunteers I: Preparation and Recruitment

4 Activities
|
1 Assessment
- Quiz
Lesson Twelve

Volunteers II: Policies

4 Activities
|
2 Assessments
- Quiz
- Midterm Exam
Lesson Thirteen

Volunteers III: Training and Motivation

4 Activities
|
1 Assessment
- Quiz
Lesson Fourteen

Managing Change

4 Activities
|
1 Assessment
- Quiz
Lesson Fifteen

Conflict Management

4 Activities
|
1 Assessment
- Quiz
Lesson Sixteen

Financial Management

4 Activities
|
1 Assessment
- Quiz
Lesson Seventeen

Funding/Fundraising

4 Activities
|
1 Assessment
- Quiz
Lesson Eighteen

Risk Management

4 Activities
|
1 Assessment
- Quiz
Lesson Nineteen

Crisis Management

4 Activities
|
1 Assessment
- Quiz
Lesson Twenty

Digital Communication I: Web Strategy

4 Activities
|
1 Assessment
- Quiz
Lesson Twenty-One

Digital Communication II: Web Content and Social Media

4 Activities
|
1 Assessment
- Quiz
Lesson Twenty-Two

Board Governance I: Functions

4 Activities
|
1 Assessment
- Quiz
Lesson Twenty-Three

Board Governance II: Responsibilities and Recruitment

4 Activities
|
1 Assessment
- Quiz
Lesson Twenty-Four

Personal and Organizational Sustainability

4 Activities
|
1 Assessment
- Quiz
Course Wrap-Up

Course Completion

1 Activity
|
1 Assessment
1. Course Evaluation
- Final Exam

Participants 21

Courtney Metzger
ALEX OW YONG TIAN HOCK, PBM, BBM
Ebengo Bongo
Brittney Rhoads
Candice Taypotat

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Organizational Administration for Nonprofit Correctional Ministries Introductory Thoughts Quiz

Assessment 1 of 26

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Question 1 of 13

1. Question
What is the primary factor in what Jim Collins calls “Level 5 Leadership”?
- Flexibility. Administrators must be adaptable to organizational or societal changes.
- Humility. Accomplishment is not about the administrator’s personal success.
- Fairness. Administrators take credit for the nonprofit’s successes and blame for its failures.
- Self-interest. If administrators do not protect their own interests, they will not be in a position to support their colleagues.
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Question 2 of 13

2. Question
What happens when nonprofits focus on what they should not be doing and on what to stop doing?
- Nonprofits that focus on what to stop doing prematurely close avenues of ministry.
- Nonprofits that focus on the negative become distracted from the positive calling of their ministry.
- Nonprofits that focus on what to stop doing operate better, because they do not waste energy and resources.
- Nonprofits that focus on the negative successfully “confront the brutal facts.”
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Question 3 of 13

3. Question
What is the role of technology in nonprofit organization and administration?
- Technology can ease administrative labor, but it doesn’t guarantee success.
- Technology is a key answer to being successful.
- Lack of resources, such as up-to-date technology, should discourage nonprofits from moving too quickly with their calling.
- Cloud computing is necessary for responsible recordkeeping.
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Question 4 of 13

4. Question
How can Collins’s “first who, then what” principle be best described?
- Vision is your most important asset, so often one or two founding members must carry the bulk of the work.
- Before putting your ministry into action, you must “get the wrong people off the bus.”
- You should assemble the right team and assess your strengths first before deciding on what sort of ministry you will offer.
- Ministry begins with knowing who you are, because too often people in ministry are so excited about the cause that they aren’t honest with themselves.
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Question 5 of 13

5. Question
Which of the following is not one of Collins’s three questions for putting the “hedgehog principle” into practice?
- What can you be the best in the world at?
- What drives your economic engine?
- What are you deeply passionate about?
- How can you create a “culture of discipline”?
Correct

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Question 6 of 13

6. Question
Why does Collins compare nonprofit administration to a flywheel?
- People are the buildup that gets the nonprofit moving, and eventually momentum takes over and makes development easier.
- When you change an existing ministry, the change will take place much faster than you expect because of existing momentum.
- Fifty percent of nonprofit ventures fail because of a lack of an igniting passion that gets enough momentum going.
- All of the above.
Correct

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Question 7 of 13

7. Question
What is the “one cause” for the failure of most nonprofits?
- Lack of an adequate support team or invested board of directors.
- Lack of accountability, transparency, or clear conflict-of-interest policies.
- Lack of relational support or collaboration with other organizations.
- There is no “one cause,” as nonprofits fail for many reasons.
Correct

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Question 8 of 13

8. Question
Which of the following is important to keep in mind when starting a nonprofit?
- Outsider perspective brings clarity, so you probably have a better idea of the needs of your target audience than they do themselves.
- Certain personal qualities are necessary to start and manage a nonprofit in the long run; while you may have a great idea, you may not be the person to implement it.
- Even if ministries exist that offer the services you have in mind, start your nonprofit anyway. Those in need can always use more resources.
- If you feel called to a certain ministry, you can be sure that God will take care of your other needs, such as income and family relationships.
Correct

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Question 9 of 13

9. Question
What is the primary difference between for-profit and nonprofit organizations?
- For-profit organizations sell products for monetary gain, while nonprofits provide free services such as educational programs.
- For-profit organizations may participate in partisan political activities, while nonprofits may only participate in social welfare programs.
- For-profit organizations may distribute surplus wealth, while nonprofits must reinvest surplus wealth into the ministry.
- For-profit organizations may make money and grow their budgets, while nonprofits cannot expand their spending.
Correct

Incorrect
Question 10 of 13

10. Question
Which of the following is false?
- Nonprofits can make money.
- Nonprofits must get their funding solely from donations.
- Nonprofits can pay people who work for them.
- Nonprofits must have boards of directors.
Correct

Incorrect
Question 11 of 13

11. Question
What is the role of a board of directors in a nonprofit ministry?
- The board of directors makes formative decisions, such as whether a ministry registers as a 501c3 or 527 organization.
- The board of directors serves as the ministry’s “boss” and may use organizational money for personal expenses or purchases.
- The board of directors makes executive decisions, while the board of elders provides spiritual counsel.
- The board of directors is legally responsible for a ministry and may even be held criminally liable if something goes wrong.
Correct

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Question 12 of 13

12. Question
What is the place of “business practices” in nonprofit organization and administration?
- Ministries are not businesses, so they should not be run according to business practices.
- Business practices are practices to run effective organizations and should be implemented because they are already there.
- Business practices are tools, and appropriate tools should be used to guide the ministry in keeping its mission.
- Business practices should be implemented if your ministry charges for its services.
Correct

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Question 13 of 13

13. Question
Which of the following is not an area of demand that requires careful balancing when administering a nonprofit?
- Product, including educational services and psychological counsel.
- People, including volunteers and constituencies.
- Money, including spending and income.
- Capital, including buildings and equipment.
Correct

Incorrect

CM406-01

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