|
Public issues are also sometimes referred to as: |
Social issues & Sociopolitical issues |
|
The emergence of a public issue indicates that: |
A gap has developed between what stakeholders expect and what an organization is actually doing. |
|
Failure to understand the beliefs and expectations of stakeholders: |
Causes the performance-expectations gap to grow larger. |
|
Issue ripeness refers to: |
When society’s expectations are high and the issue is highly relevant to business. |
|
According to management scholar Karl Albrecht, scanning to acquire environmental intelligence should focus on: |
Eight strategic radar screens |
|
Customer environmental intelligence includes: |
Demographic factors. |
|
. The "graying" of the population is an example of: |
Customer environment. |
|
An analysis of the stability or instability of a government is an example of scanning the: |
Political environment. |
|
Legal environmental intelligence includes: |
Considerations of patents, copyrights, or trademarks. |
|
The role of special interest groups is an important element in acquiring intelligence from the: |
Competitor environment. |
|
Because of the risks and opportunities public issues present, organizations need: |
A systematic way of identifying, monitoring, and selecting public issues. |
|
The issues management process is a: |
Systematic process companies use when responding to public issues that are of greatest importance to the business. |
|
The issue management process has how may stages? |
Five. |
|
The components of a typical issues management process include: |
Identify issue,Generate options and Take action. |
|
Once an issue has been identified, its implications must be: |
Analyzed |
|
An issue’s public profile indicates to managers: |
How significant an issue is for the organization, but it does not tell them what to do. |
|
Once an organization has implemented the issue management program, it must: |
Study the results and make necessary adjustments. |
|
When working well, the issue management process: |
Continuously cycles back to the beginning and repeats. |
|
Contemporary issue management: |
Is an interactive, forward thinking process. |
|
A leadership role in addressing emerging management issues in often taken by: |
The public affairs department.,The government relations department.,The department of sustainability or environmental, health and safety. |
|
A corporation’s issue management activities are usually linked to: |
Both the board of directors and top management levels. |
|
Overtime, the nature of business’s relationship with its stakeholders often: |
Evolves through a series of stages. |
|
Firms that believe they can make decisions unilaterally, without taking into consideration their impact on others are: |
Inactive companies. |
|
Firms that generally act only when forced to do so, and then in a defensive manner are: |
Reactive companies. |
|
Proactive companies are: |
Much less likely to be blindsided by crises and negative surprises. |
|
Stakeholder engagement is: |
The process of ongoing relationship building between a business and its stakeholders. |
|
42. Stakeholder engagement is, at its core, a: |
Relationship. |
|
The drivers of stakeholders of engagement are: |
Goals, motivation, and operational capacity. |
|
A business and its stakeholders coming together for face-to-face conversations about issues of common concern is: |
Stakeholder dialogue. |
|
Corporations working collaboratively with other businesses and concerned persons and organizations is an example of: |
Stakeholder networks. |
Share This
Flashcard
