Exam 2: Managing Public Issues and Stakeholder Relationships

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.

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Competitive intelligence is the process ...

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A) Stakeholder networks.
B) Stakeholder motivation.
C) Stakeholder systems.
D) Stakeholder salience.

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A) Remains static.
B) Evolves through a series of stages.
C) Becomes more hostile.
D) None of the above.

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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.

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A) Customer environment.
B) Competitor environment.
C) Economic environment.
D) Social environment.

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A

A) Interactive companies.
B) Proactive companies.
C) Reactive companies.
D) Inactive companies.

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A) Acted upon.
B) Analyzed.
C) Segmented.
D) Deleted.

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A) Social issues.
B) Sociopolitical issues.
C) Both A and
D) None of the above.

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The five steps to the Issues Management Process are: 1. Identification of Issues: This step involves identifying potential issues that could impact an organization. This can be done through environmental scanning, stakeholder analysis, and monitoring of media and public opinion. 2. Analysis of Issues: Once potential issues are identified, they need to be analyzed to understand their potential impact on the organization. This involves assessing the severity of the issue, the likelihood of it occurring, and the organization's vulnerability to it. 3. Prioritization of Issues: Not all identified issues will have the same level of impact on the organization. Prioritization involves determining which issues are most critical and require immediate attention. 4. Development of a Response Strategy: After prioritizing the issues, the organization needs to develop a response strategy for each issue. This may involve developing communication plans, engaging with stakeholders, and implementing changes to mitigate the impact of the issue. 5. Implementation and Evaluation: The final step in the issues management process is to implement the response strategy and evaluate its effectiveness. This may involve monitoring the issue, gathering feedback from stakeholders, and making adjustments to the response strategy as needed. Overall, the issues management process is a proactive approach to identifying and addressing potential issues before they escalate and impact the organization. It requires ongoing monitoring and evaluation to ensure that the organization is effectively managing its issues.

A) Social environment.
B) Legal environment.
C) Geophysical environment.
D) Political environment.

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A) Program.
B) Relationship.
C) Process.
D) Systems model.

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A) Identify issue.
B) Generate options.
C) Take action.
D) All of the above.

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A) The public affairs department.
B) The government relations department.
C) The department of sustainability or environmental, health and safety.
D) All of the above.

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False