Chapter 6 Global Bus
A. selection of the proper sources to scan.
B. assigning the right person to scan the environment.
C. identification of stakeholders with power, legitimacy, and urgency.
D. getting the people who are confronted with new issues in touch with top managers.
A. better reputations.
B. more expertise in identifying issues.
C. better relationships with internal stakeholders.
D. more ethical behavior among their employees.
A. likelihood of occurrence
B. impact on the organization
C. how much impact will it have
D. knowledge of the business
A. improving stakeholder management.
B. improving sustainability.
C. improving financial performance.
D. improving management development.
A. formulation of responses.
B. putting the plan into action.
C. evaluating the results of the response.
D. monitoring the results.
A. hiring outside consultants to handle the process.
B. organizing a new and independent department specifically to manage issues.
C. appointing an assistant to help with the administrative details of categorizing issues and publishing the in-house newsletter.
D. assigning the issues management function to a team, usually within
B. social, ethical, and political
A. Ford/Firestone tire tread separation case.
B. Johnson & Johnson/Tylenol case.
C. Enron scandal.
D. Exxon Valdez oil spill.
A. identify issues.
B. prioritize issues.
C. resolve issues.
D. spread authority among managers to deal with issues.
A. who is affected by the issue?
B. who is in a position to exert influence on the issue?
C. who can best afford to resolve the issue?
D. who ought to care about the issue?
A. the first stage of managing a crisis
B. cannot overlap other stages
C. defined in duration
D. the goal of crisis management
A. felt need stage
B. media coverage stage
C. leading political jurisdictions adopt policies stage
D. regulation and litigation stage.
A. prevention of harm to the firm.
B. avoidance of crises.
C. to increase the organization’s social responsiveness to stakeholders.
D. understanding of stakeholders’ interests.
A. how broadly the idea of issues in conceived to be.
B. how broadly responsibility for issues management is spread.
C. how broadly the firm defines who its stakeholders are.
D. how many issues are being managed at one time.
A. felt need
C. media coverage
A. ethical considerations.
B. financial concerns.
C. personnel matters.
D. personal stakes.
A. continual control of responses to ensure that they remain on track.
B. extensive cost/benefit analyses.
C. deciding what to do about the issues the firm faces.
D. appointing a separate team within the public affairs office to perform the control function.
D. social welfare
A. how broadly issues are defined
B. whether the function stands alone or is integrated with other functions
C. who within the firm implements the system
D. at what level of the firm issues identification takes place
A. subscribing to a news clipping service.
B. subscribing to a forecasting service.
C. assigning a member of the organization to continuously scan a variety of publications.
D. relying on the staff of the public affairs office to scan the environment.
A. Ace Hardware and Pella Windows
B. WalMart and Home Depot
C. Lowe’s and Publix
D. McDonald’s and Burger King
A. leading events.
B. leading authorities.
C. leading crises.
D. leading organizations.
A. the terms of the debate are not clearly defined.
B. the issue deals with matters of conflicting values and interests.
C. trade-offs are not yet needed.
D. the issue does not lend itself to resolution by expert knowledge.
A. prodromal stage
B. acute crisis stage
C. chronic crisis stage
D. crisis regulation stage
A. Issues can be identified earlier and more completely than in the past.
B. Early anticipation of issues gives the firm more options.
C. Issues are so complex that firms have little chance to resolve them favorably.
D. The firm will be able to identify stakeholders earlier than in the past.
A. leading events
B. leading literature
C. leading economic indicators
D. leading political jurisdictions
A. public affairs departments.
B. strategic planning staffs.
C. public relations departments.
D. various ad hoc committees.
A. identification of emerging issues.
B. publication of an in-house newsletter that is distributed throughout the company.
C. publication of a list of emerging issues for internal and external stakeholders.
D. resolution of some issues.
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