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Drivers of Stakeholder Engagement a. Why do people in different cultures buy different products? Do you have PowerPoint slides to share? Making Engagement Work Effectively D. Globally evolve and econo Globally evolve and econo Globally evolve and econo.
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The importance given to the issue by the media and how much coverage it receives. B Difficulty: Medium Page: According to management scholar Karl Albrecht, scanning to acquire environmental intelligence should focus on: Eight strategic radar screens.
Six management templates. Eight process improvement models. Six ethical decision indicators. Hard Page: Customer environmental intelligence includes: Demographic factors. New technological applications. The cost of producing consumer goods.
Customer environment. Competitor environment.
Economic environment. Social environment. An analysis of the stability or instability of a government is an example of scanning the: Legal environment. Geophysical environment.
Political environment. D Difficulty: Legal environmental intelligence includes: Patterns of aggressive growth versus static maintenance. Analysis of local, state, national, and international politics. Considerations of patents, copyrights, or trademarks. Information regarding costs, prices, and international trade. The role of special interest groups is an important element in acquiring intelligence from the: Because of the risks and opportunities public issues present, organizations need: A strong relationship with a lobbying firm or an in-house lobbying department.
Executives to be rewarded with substantial bonuses as part of total compensation. A systematic way of identifying, monitoring, and selecting public issues. Tougher government regulations and oversight by political action committees. The issues management process is a: Systematic process companies use when responding to public issues that are of greatest importance to the business.
Confusing process that is rarely used to help top management within an organization. The issue management process has how may stages? The components of a typical issues management process include: Identify issue. Generate options. Take action. Once an issue has been identified, its implications must be: Acted upon. Hard Pages: How significant an issue is for the organization, but it does not tell them what to do.
Both how significant an issue is for the organization and exactly what to do. Exactly what to do without indicators of how significant an issue is for the organization. Any of the above depending on the organization type. Once an organization has implemented the issue management program, it must: Use trade associations or consultants to follow high priority issues. Study the results and make necessary adjustments.
Not limit the number of public issues the firm can address. Pick a selected number of issues to address immediately. When working well, the issue management process: Is static and never pulls in additional information that would disturb the balance.
Generates two specific options for each issue. Minimizes dialogue with the stakeholders and focuses on short-term survival. Continuously cycles back to the beginning and repeats.
Contemporary issue management: Is a linear process.
Was useful in the s, but not today. Is used by all government agencies.
Is an interactive, forward thinking process. A leadership role in addressing emerging management issues in often taken by: The public affairs department. The government relations department. The department of sustainability or environmental, health and safety. The board of directors. Top management. Both the board of directors and top management levels. The strategic governance committee. Remains static.
Evolves through a series of stages. Becomes more hostile. Firms that believe they can make decisions unilaterally, without taking into consideration their impact on others are: Interactive companies.
Proactive companies. Reactive companies. Inactive companies. Firms that generally act only when forced to do so, and then in a defensive manner are: Proactive companies are: Much less likely to be blindsided by crises and negative surprises.
Much more likely to be blindsided by crises and negative surprises. Just as likely to be blindsided by crises and negative surprises.
Much more likely to be forced to defend itself in a lawsuit brought by a stakeholder. Stakeholder engagement is: Any issue that is of mutual concern to an organization and one or more of its stakeholders. Competitive intelligence being collected ethically and systematically.