Assignment
Question 1
Failure to understand the beliefs and expectations of stakeholders:
Causes company's profits to increase in the short run.
Causes company's profits to decrease in the short run.
Causes the performance-expectations gap to grow larger.
Increases the chance of a corporate buy-out.
Question 2
The emergence of a public issue indicates that:
A gap has developed between what stakeholders expect and what an organization is actually doing.
Technology is forcing ethics and business strategy closer together.
Consumers are unaware of how an organization's actions affect them.
All of the above.
Question 3
A corporation's issue management activities are usually linked to:
The board of directors.
Top management.
Both the board of directors and top management levels.
The strategic governance committee.
Question 4
Contemporary issue management:
Is a linear process.
Was useful in the 9170s, but not today.
Is used by all government agencies.
Is an art, not a science.
Question 5
Overtime, the nature of business's relationship with its stakeholders often:
Remains static.
Evolves through a series of stages.
Becomes more hostile.
None of the above.
Question 6
The drivers of stakeholders of engagement are:
Scanning, assessment, and growth.
Data, strategy, and organizational development.
Goals, motivation, and operational capacity.
Financial, operational, and legal.
Question 7
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.
Question 8
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.
Question 9
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.
Question 10
The "graying" of the population is an example of:
Customer environment.
Competitor environment.
Economic environment.
Social environment.
Question 11
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.
Question 12
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.
The process of ongoing relationship building between a business and its stakeholders.
The acquisition of information gained from analyzing the multiple environments.
Question 13
Customer environmental intelligence includes:
Demographic factors.
An analysis of the firm's competitors.
New technological applications.
The cost of producing consumer goods.
Question 14
An analysis of the stability or instability of a government is an example of scanning the:
Social environment.
Legal environment.
Geophysical environment.
Political environment.
Question 15
Issue ripeness refers to:
The number stakeholders involved in the public issue.
When society's expectations are high and the issue is highly relevant to business.
How long the issue has been a problem for business, the longer the more ripe.
The importance given to the issue by the media and how much coverage it receives.
Question 16
Corporate power refers to:
The capability of competitors to influence legislation, trade, and the stock market, based on their organizational resources.
The capability of politicians to influence corporations, employees, and unions, based on their organizational resources.
The capability of corporations to influence government, the economy, and society, based on their organizational resources.
The capability of CEOs to influence product development, employee morale, and currency indices, based on their organizational resources.
Question 17
A social enterprise:
Adopts social benefit as its core mission
Adopts profit maximization as its core mission.
Can only be adopted by small firms
Does not use business strategies to improve environmental well-being
Question 18
Modern corporations should be socially responsible because they:
are responsible to the stockholders of the company.
create jobs, influencing the lives of employees.
are highly profitable.
generate dividends for the company stockholders
Question 19
Grameen Bank in Bangladesh is one of the most recognized:
B Corporations.
microfinance institutions.
yogurt producers.
retail providers.
Question 20
When businesses bring products and services to the many people in the world who have traditionally been beyond the reach of global commerce, they are said to be:
Serving the top of the triangle.
Reaching the bottom of the globe.
Serving the bottom of the pyramid.
Focusing on the ends of the supply chain.
Question 21
Corporate social responsibility (CSR) means that a corporation should:
Always forgo profit for the sake of the environment.
Be held accountable for any of its actions that affect people, their communities, and their environment.
Abandon its other missions.
Put social responsibilities ahead of economic or legal responsibilities.
Question 22
Which of the following examples does not show a company guided by enlightened self-interest?
A company providing the best quality product at a fair price.
A company providing assistance to employees who attend evening college.
A company breaking past records by maximizing quarterly profits.
A company vice-president invited to attend a local community's town planning meeting.
Question 23
Scholars have found:
No relationship between social and financial performance.
A negative relationship between social and financial performance.
An inverse relationship between social and financial performance.
A positive association between social and financial performance.
Question 24
Corporations have a role in establishing their community's:
Tax base.
Safety.
Economic growth
Housing.
Question 25
Executive conscience, acts of charity, and philanthropic funding are examples of:
Corporate social stewardship.
Corporate social responsiveness.
Corporate/Business Ethics.
Corporate/Global Citizenship.
Question 26
As of 2012, the B Corporation status has been legally recognized in how many states?
All 50 states
The original 13 states
Fifteen states
Seven states
Question 27
The costs of corporate social responsibility may ultimately be passed on to the:
Employees through fewer health benefits.
Consumer through high prices.
Investor through stock splits.
Taxpayers by the government
Question 28
The iron law of responsibility says that:
In the long run, those who do not use power responsibly will lose it.
In the short run, sacrifice social goals for economic goals.
Law is most important, more than social or economic responsibility.
In the long run, economic responsibility leads to social responsibility.
Question 29
A company who complies with the laws and regulations set by the government is:
Meeting the minimum level of social responsibility expected by the public.
Meeting the maximum level of social responsibility expected by the public.
Not meeting government expectation.
Following a practice of enlightened self-interest
Question 30
This occurs when financial organizations provide loans to low-income clients or solidarity lending groups (a community of borrowers) who traditionally lacked access to banking or related services.
Commercial banking
Macrofinancing
Microfinancing
Micro-entrepreneurship.