Chapter 02 – Managing Public Issues and Stakeholder Relationships
1. (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.
2. (p. 26) Emerging public issues are a risk and an opportunity.
3. (p. 26) Understanding and responding to changing societal expectations a business necessity.
4. (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.
Chapter 02 – Managing Public Issues and Stakeholder Relationships
5. (p. 27) Organizations always have full control of a public issue.
6. (p. 28) Environmental analysis is a method managers use to gather information about external
issues and trends.
7. (p. 29) Environmental intelligence is the acquisition of information gained from analyzing the
multiple environments affecting organizations.
8. (p. 29) According to management scholar Karl Albrecht, scanning to acquire environmental
intelligence should focus on four strategic radar screens.
9. (p. 30) Legal environment includes the structure, processes, and actions of government at the
local, state, national, and international levels.
Chapter 02 – Managing Public Issues and Stakeholder Relationships
10. (p. 31) Competitive intelligence enables managers in companies of all sizes to make
informed decisions in all areas of the business.
11. (p. 32) Identifying the issue in the issue management process involves anticipating emerging
issues.
12. (p. 35) Financially sound companies do not need to understand how a public issue is likely
to evolve, and how it will affect.
13. (p. 40) Dialogue between a single firm and its stakeholders is always sufficient to address an
issue effectively.
14. (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.
15. (p. 42) Companies are learning that it is important to take a strategic approach to the
management of public issues, both domestically and globally.
Chapter 02 – Managing Public Issues and Stakeholder Relationships
16. (p. 25) A public issue is also sometimes referred to as:
Difficulty: Easy
17. (p. 25) The emergence of a public issue indicates that:
Difficulty: Easy
18. (p. 26) Failure to understand the beliefs and expectations of stakeholders:
Difficulty: Medium
19. (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:
Chapter 02 – Managing Public Issues and Stakeholder Relationships
20. (p. 29) According to management scholar Karl Albrecht, scanning to acquire environmental
intelligence should focus on:
Difficulty: Hard
21. (p. 29) Customer environmental intelligence includes:
Difficulty: Medium
22. (p. 29) The “graying” of the population is an example of:
Difficulty: Medium
23. (p. 30) An analysis of the stability or instability of a government is an example of scanning
the:
Chapter 02 – Managing Public Issues and Stakeholder Relationships
24. (p. 30) Legal environmental intelligence includes:
25. (p. 31) Because of the risks and opportunities public issues present, organization need.
Difficulty: Hard
26. (p. 31) The role of special interest groups is an important element in acquiring intelligence
from the:
Difficulty: Medium
27. (p. 31) The issues management process is a:
Chapter 02 – Managing Public Issues and Stakeholder Relationships
28. (p. 32) The issue management process has how may stages?
Difficulty: Easy
29. (p. 32) The components of a typical issues management process include:
Difficulty: Easy
30. (p. 33) Once an issue has been identified, its implications must be:
Difficulty: Hard
31. (p. 33) An issue’s public profile indicates to managers:
Chapter 02 – Managing Public Issues and Stakeholder Relationships
32. (p. 34) Once an organization has implemented the issue management program, it must:
Difficulty: Easy
33. (p. 35) When working well, the issue management process:
Difficulty: Medium
34. (p. 35) Contemporary issue management:
Difficulty: Medium
35. (p. 36) An effective way to learn what issues are important to people outside of the
organization is through:
Chapter 02 – Managing Public Issues and Stakeholder Relationships
36. (p. 36) A corporation’s issue management activities are usually linked to.
Difficulty: Medium
37. (p. 37) Overtime, the nature of business’s relationship with its stakeholders often:
Difficulty: Medium
38. (p. 38) Firms that believe they can make decisions unilaterally, without taking into
consideration their impact on others are:
Difficulty: Medium
39. (p. 38) Firms that generally act only when forced to do so, and then in a defensive manner
are
Chapter 02 – Managing Public Issues and Stakeholder Relationships
40. (p. 38) Proactive companies are:
Difficulty: Medium
41. (p. 38) Stakeholder engagement is:
Difficulty: Medium
42. (p. 38) Stakeholder engagement is, at its core, a:
Difficulty: Medium
43. (p. 39) The drivers of stakeholders of engagement are:
Chapter 02 – Managing Public Issues and Stakeholder Relationships
44. (p. 40) A business and its stakeholders coming together for face-to-face conversations about
issues of common concern is:
Difficulty: Hard
45. (p. 41) Corporations working collaboratively with other businesses and concerned persons
and organizations is an example of:
Difficulty: Hard
46. (p. 25) What is a public issue and how do they impact modern firms?
47. (p. 29) Identify the eight strategic radar screens that enable public affairs managers to scan
their business environment. Briefly discuss the issues involved with each environment.
48. (p. 31) What is competitive intelligence? Why is it important to the public affairs function?
Chapter 02 – Managing Public Issues and Stakeholder Relationships
49. (p. 31) Identify and discuss the five steps to the Issues Management Process.
50. (p. 37) What are the various stages of the business-stakeholder relationship?
51. (p. 41) Engaging interactively with stakeholders carries a number of potential benefits.
Discuss.