A public issue exists when there is agreement between the stakeholders’ expectations of what a business firm should do and the actual performance of that business firm. |
False |
Emerging public issues are both a risk and an opportunity. |
True |
Understanding and responding to changing societal expectations is a business necessity |
True |
Because the public issues that garner the most public attention change over time, companies do not waste time tracking them. |
False |
Organizations always have full control of a public issue. |
False |
Environmental analysis is a method managers use to gather information about external issues and trends. |
True |
Environmental intelligence is the acquisition of information gained from analyzing the multiple environments affecting organizations. |
True |
According to management scholar Karl Albrecht, scanning to acquire environmental intelligence should focus on four strategic radar screens. |
False |
Legal environment includes the structure, processes, and actions of government at the local, state, national, and international levels. |
False |
Competitive intelligence enables managers in companies of all sizes to make informed decisions in all areas of the business. |
True |
In the issue management process, identifying the issue involves anticipating emerging issues. |
True |
Financially sound companies do not need to understand how a public issue is likely to evolve, or how it will affect them. |
False |
For stakeholder engagement to occur, both the business and the stakeholder must be motivated to work with one another to solve the problem. |
True |
Dialogue between a single firm and its stakeholders is always sufficient to address an issue effectively. |
False |
Companies are learning that it is important to take a strategic approach to the management of public issues, both domestically and globally. |
True |
Public issues are also sometimes referred to as: |
Both A & B: – 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: |
All of the Above: – Identify issue. – Generate options. – 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 is often taken by: |
All of the Above: – 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. |
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. |
Mgt CH 2
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