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Q:
(p. 25) What is a public issue and how do they impact modern firms?
Q:
(p. 41) Corporations working collaboratively with other businesses and concerned persons and organizations is an example of:
A. Stakeholder networks.
B. Stakeholder motivation.
C. Stakeholder systems.
D. Stakeholder dialogue.
Q:
(p. 40) A business and its stakeholders coming together for face-to-face conversations about issues of common concern is:
A. Stakeholder networks.
B. Stakeholder motivation.
C. Stakeholder systems.
D. Stakeholder dialogue.
Q:
(p. 39) The drivers of stakeholders of engagement are:
A. Scanning, assessment, and growth.
B. Data, strategy, and organizational development.
C. Goals, motivation, and operational capacity.
D. Financial, operational, and legal.
Q:
(p. 38) Stakeholder engagement is, at its core, a:
A. Program.
B. Relationship.
C. Process.
D. Systems model.
Q:
(p. 38) Stakeholder engagement is:
A. Any issue that is of mutual concern to an organization and one or more of its stakeholders.
B. Competitive intelligence being collected ethically and systematically.
C. The process of ongoing relationship building between a business and its stakeholders.
D. The acquisition of information gained from analyzing the multiple environments.
Q:
(p. 38) Proactive companies are:
A. Much less likely to be blindsided by crises and negative surprises.
B. Much more likely to be blindsided by crises and negative surprises.
C. Just as likely to be blindsided by crises and negative surprises.
D. Much more likely to be forced to defend itself in a lawsuit brought by a stakeholder.
Q:
(p. 38) Firms that generally act only when forced to do so, and then in a defensive manner are
A. Interactive companies.
B. Proactive companies
C. Reactive companies
D. Inactive companies.
Q:
(p. 38) Firms that believe they can make decisions unilaterally, without taking into consideration their impact on others are:
A. Interactive companies.
B. Proactive companies.
C. Reactive companies.
D. Inactive companies.
Q:
(p. 37) Overtime, the nature of business's relationship with its stakeholders often:
A. Remains static.
B. Evolves through a series of stages.
C. Becomes more hostile.
D. None of the above.
Q:
(p. 36) A corporation's issue management activities are usually linked to.
A. The board of directors.
B. Top management.
C. Both the board of directors and top management levels.
D. The strategic governance committee.
Q:
(p. 36) An effective way to learn what issues are important to people outside of the organization is through:
A. Building ongoing, positive relationships with stakeholders.
B. Conducting public opinion polls.
C. Hiring individuals from outside the company for available positions rather than promoting from within the organization.
D. All of the above.
Q:
(p. 35) Contemporary issue management:
A. Is a linear process.
B. Was useful in the 9170s, but not today.
C. Is used by all government agencies.
D. Is an art, not a science.
Q:
(p. 35) When working well, the issue management process:
A. Is static and never pulls in additional information that would disturb the balance.
B. Generates two specific options for each issue.
C. Minimizes dialogue with the stakeholders and focuses on short-term survival.
D. Continuously cycles back to the beginning and repeats.
Q:
(p. 34) Once an organization has implemented the issue management program, it must:
A. Use trade associations or consultants to follow high priority issues.
B. Study the results and make necessary adjustments.
C. Not limit the number of public issues the firm can address.
D. Pick a selected number of issues to address immediately.
Q:
(p. 33) An issue's public profile indicates to managers:
A. How significant an issue is for the organization, but it does not tell them what to do.
B. Both how significant an issue is for the organization and exactly what to do.
C. Exactly what to do without indicators of how significant an issue is for the organization.
D. Any of the above depending on the organization type.
Q:
(p. 33) Once an issue has been identified, its implications must be:
A. Acted upon.
B. Analyzed.
C. Segmented.
D. Deleted
Q:
(p. 32) The components of a typical issues management process include:
A. Identify issue.
B. Generate options.
C. Take action.
D. All of the above.
Q:
(p. 32) The issue management process has how may stages?
A. Three.
B. Four.
C. Five.
D. Six.
Q:
(p. 31) The issues management process is a:
A. Beneficial tool used only to maximize the positive effects of a public issue for the organization's advantage.
B. Beneficial tool used only to minimize the negative effects of a public issue for the organization's advantage.
C. Systematic process companies use when responding to public issues that are of greatest importance to the business.
D. Confusing process that is rarely used to help top management within an organization.
Q:
(p. 31) The role of special interest groups is an important element in acquiring intelligence from the:
A. Customer environment.
B. Competitor environment.
C. Economic environment.
D. Social environment.
Q:
(p. 31) Because of the risks and opportunities public issues present, organization need.
A. A strong relationship with a lobbying firm or an in-house lobbying department.
B. Executives to be rewarded with substantial bonuses as part of total compensation.
C. A systematic way of identifying, monitoring, and selecting public issues.
D. Tougher government regulations and oversight by political action committees.
Q:
(p. 30) Legal environmental intelligence includes:
A. Patterns of aggressive growth versus static maintenance.
Q:
(p. 30) An analysis of the stability or instability of a government is an example of scanning the:
A. Social environment.
B. Legal environment.
C. Geophysical environment.
D. Political environment.
Q:
(p. 29) The "graying" of the population is an example of:
A. Customer environment.
B. Competitor environment.
C. Economic environment.
D. Social environment.
Q:
(p. 29) Customer environmental intelligence includes:
A. Demographic factors.
B. An analysis of the firm's competitors.
C. New technological applications.
D. The cost of producing consumer goods.
Q:
(p. 29) According to management scholar Karl Albrecht, scanning to acquire environmental intelligence should focus on:
A. Eight strategic radar screens.
B. Six management templates.
C. Eight process improvement models.
D. Six ethical decision indicators.
Q:
(p. 28) According to a recent survey of top executives, the issue most likely to gain public and political attention over the next five years is:
A. Pension and retirement benefits.
B. Environmental issues, including climate change.
C. Demand for more ethically produced products.
D. Affordable cost of products for poor consumers.
Q:
(p. 26) Failure to understand the beliefs and expectations of stakeholders:
A. Causes company's profits to increase in the short run.
B. Causes company's profits to decrease in the short run.
C. Causes the performance-expectations gap to grow larger.
D. Increases the chance of a corporate buy-out.
Q:
(p. 25) The emergence of a public issue indicates that:
A. A gap has developed between what stakeholders expect and what an organization is actually doing.
B. Technology is forcing ethics and business strategy closer together.
C. Consumers are unaware of how an organization's actions affect them.
D. All of the above.
Q:
(p. 25) A public issue is also sometimes referred to as:
A. Social issues.
B. Sociopolitical issues.
C. Both A and B.
D. None of the above.
Q:
(p. 42) Companies are learning that it is important to take a strategic approach to the management of public issues, both domestically and globally.
Q:
(p. 40) For stakeholder engagement to occur, both the business and the stakeholder must be motivated to work with one another to solve the problem.
Q:
(p. 40) Dialogue between a single firm and its stakeholders is always sufficient to address an issue effectively.
Q:
(p. 35) Financially sound companies do not need to understand how a public issue is likely to evolve, and how it will affect.
Q:
(p. 32) Identifying the issue in the issue management process involves anticipating emerging issues.
Q:
(p. 31) Competitive intelligence enables managers in companies of all sizes to make informed decisions in all areas of the business.
Q:
(p. 30) Legal environment includes the structure, processes, and actions of government at the local, state, national, and international levels.
Q:
(p. 29) According to management scholar Karl Albrecht, scanning to acquire environmental intelligence should focus on four strategic radar screens.
Q:
(p. 29) Environmental intelligence is the acquisition of information gained from analyzing the multiple environments affecting organizations.
Q:
(p. 28) Environmental analysis is a method managers use to gather information about external issues and trends.
Q:
(p. 27) Organizations always have full control of a public issue.
Q:
(p. 26) Because the public issues that garner the most public attention change over time, sometimes emerging with surprising suddenness, companies do not waste time tracking them.
Q:
(p. 26) Understanding and responding to changing societal expectations a business necessity.
Q:
(p. 26) Emerging public issues are a risk and an opportunity.
Q:
(p. 25) A public issue exists when there is agreement between the stakeholders' expectations of what an institution should do and the actual performance of those businesses.
Q:
(p. 19 - 20) Describe and give examples of the external forces that shape the relationship between business and society.
Q:
(p. 16 - 17) What is a stakeholder map? Why is it a useful tool?
Q:
(p. 12 - 16) Explain the process called stakeholder analysis. Include a description of its four key questions.
Q:
(p. 9) Discuss why a manager should, or should not, be considered a stakeholder.
Q:
(p. 8 - 11) Compare and contrast the relationships a firm may have with market and non-market stakeholders.
Q:
(p. 6 - 7) Supporters of the stakeholder theory of the firm make three core arguments for their position. Define and provide examples of each.
Q:
(p. 5) Describe how the general systems theory can be applied to a business.
Q:
(p. 21) A successful business must meet its:
A. Economic objectives.
B. Social objectives.
C. Economic and social objectives.
D. Top executives' expectations.
Q:
(p. 20) Harnessing human imagination to create new approaches to the concerns of modern society is an example of:
A. Personal identification.
B. Networks.
C. Business profits.
D. Technology.
Q:
(p. 20) Interactions between business and society occur:
A. Within a finite natural ecosystem.
B. Only during an environmental crisis.
C. When business employees and the community are of similar cultural backgrounds.
D. When legislation is passed requiring interaction.
Q:
(p. 17) Departments, or offices, within an organization that reach across the dividing line that separated the company from groups and people in society are:
A. Inter-departmental divisions.
B. Geographical location areas.
C. Boundary-spanning departments.
D. Organizational maps.
Q:
(p. 17) A stakeholder map is a useful tool because:
A. It enables mangers to see quickly how stakeholders feel about an issue.
B. It allows managers to evaluate what outcomes are likely regarding an issue.
C. It helps managers discourage or dissolve stakeholder coalitions.
D. Both A and B, but not C.
Q:
(p. 16) Stakeholders stand out to managers when they exhibit:
A. Integrity, power, and legitimacy.
B. Power, legitimacy, and urgency.
C. Integrity, loyalty, and power.
D. Legitimacy, loyalty, and urgency.
Q:
(p. 16) When something stands out from a background, is seen as important, or draws attention it is:
A. Urgent.
B. Salient.
C. Powerful.
D. Legitimate.
Q:
(p. 15) Stakeholders have been able to form international coalitions more successfully through use of:
A. Government regulation.
B. Community involvement.
C. Communications technology.
D. Unions.
Q:
(p. 13) What kind of power might a local community use to influence a company's decisions?
A. Publicizing an issue.
B. Lobbying government policy makers for regulations.
C. Challenging whether a business activity should continue to operate.
D. All of the above.
Q:
(p. 13) What stakeholder group(s) can exercise legal power?
A. Employees.
B. Customers.
C. Shareholders.
D. All of the above.
Q:
(p. 13) When a community group sues a company for health effects caused by unsafe toxic chemicals disposal, it is an exercise of a stakeholders':
A. Legal power.
B. Voting power.
C. Economic power.
D. Political power.
Q:
(p. 13) Which of the following is not an example of stakeholders' economic power?
A. A toy manufacturer halts supplies to a customer that demanded very low prices.
B. A social group protests a government's decision to raise taxes.
C. A local community boycotts a grocery store suspected of inaccurate weight scales.
D. An equal rights group refuses to do business with a business that has a discriminatory hiring policy.
Q:
(p. 13) Customers can exercise economic stakeholder power by:
A. Voting on a proposed merger for the company and a competitor.
B. Boycotting products if they believe the goods are too expensive.
C. Attending the company's annual meeting.
D. Applying for a job with the company.
Q:
(p. 12 - 13) Which of the following statements is (are) correct about stakeholder' power?
A. Different stakeholders have different types and degrees of power.
B. Stockholders' voting power is limited to the percentage of stock owned by the stockholder.
C. It uses resources to achieve a desired decision or outcome.
D. All of the above.
Q:
(p. 12) The four types of stakeholders' power recognized by most experts are:
A. Voting, economic, political, and legal power.
B. Social, legal, environmental, and political power.
C. Social, regulatory, voting, and media power.
D. Economic, media, legal, and political power.
Q:
(p. 11) A stakeholder analysis:
A. Creates equality among all stakeholder interests.
B. Allows managers to examine two primary questions.
C. Involves understanding the nature of stakeholder interests.
D. All of the above.
Q:
(p. 11) The phenomenon of a person or group holding multiple stakeholder duties is referred to as:
A. Role sets.
B. Primary Stakeholder(s).
C. Ownership Theory.
D. None of the above.
Q:
(p. 9) Which of the following is not considered to be a nonmarket stakeholder?
A. Government agencies.
B. The natural environment.
C. Activist groups.
D. Non-governmental organizations.
Q:
(p. 9) Which one of the following is considered to be a nonmarket stakeholder of business?
A. Customers.
B. Media.
C. Creditors.
D. Stockholders.
Q:
(p. 7) Stakeholder groups can include:
A. Stockholders.
B. The media.
C. Environmental activists.
D. All of the above.
Q:
(p. 7) A number of European countries require public companies to include employee members on their boards of directors, so:
A. The employees are available to answer questions.
B. Management does not have to attend the meetings.
C. That their interests will be explicitly represented.
D. They have more power than any other stakeholder.
Q:
(p. 7) The fiduciary duty of managers benefit a firm's:
A. Stockholders.
B. Customers.
C. Employees.
D. All of the above.
Q:
(p. 6) The instrumental argument says stakeholder management is:
A. A more realistic description of how companies really work.
B. More effective as a corporate strategy.
C. Simply the right thing to do.
D. Determined by the amount of stock owned in the firm.
Q:
(p. 6) Which argument says that stakeholder management realistically depicts how companies really work?
A. Descriptive argument.
B. Instrumental argument.
C. Normative argument.
D. Fiduciary argument.
Q:
(p. 6) Corporations who run their operations according to the stakeholder theory of the firm create value by:
A. Innovating new products.
B. Increasing their stock price.
C. Developing their employees' professional skills.
D. All of the above.
Q:
(p. 6) A firm subscribing to the ownership theory of the firm would mainly be concerned with providing value for its:
A. Shareholders.
B. Customers.
C. Board of Directors.
D. Community.
Q:
(p. 5) Which of the following statements is not true about the interactive social system?
A. Business and society need, as well as influence, each other.
B. The boundary between business and society is clear and distinct.
C. Business is a part of society, and society penetrates far and often into the business.
D. Business and society are both separate and connected.