Strayer Bus475 quiz 2

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.

Communication is not clear.

Three.

Four.

Five.

Six.

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.

Customer environment.

Competitor environment.

Economic environment.

Social environment.

Customer environment.

Competitor environment.

Economic environment.

Social environment.

Social environment.

Legal environment.

Geophysical environment.

Political environment.

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 board of directors.

Top management.

Both the board of directors and top management levels.

The strategic governance committee.

Interactive companies.

Proactive companies.

Reactive companies.

Inactive companies.

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.

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.

Causes a company’s profits to increase in the short run.

Causes a 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.

Demographic factors.

An analysis of the firm’s competitors.

New technological applications.

The cost of producing consumer goods.

Program.

Relationship.

Process.

Systems model.

Remains static.

Evolves through a series of stages.

Becomes more hostile.

Becomes less positive.

Corporate social stewardship.

Corporate social responsiveness.

Corporate/Business Ethics.

Corporate/Global Citizenship.

Corporate/Global Citizenship.

Corporate Charity Principle.

Corporate Social Stewardship.

Corporate/Business Ethics.

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.

Corporate social stewardship.

Corporate social responsiveness.

Corporate/Business Ethics.

Corporate/Global Citizenship.

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.

Commercial banking.

Macrofinancing.

Microfinancing.

Micro-entrepreneurship.

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.

Social stewardship.

Social entrepreneurship.

Social optimism.

Social responsibility.

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.

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.

Must take out social responsibility insurance.

Will always receive long-term profits.

May sacrifice short-term profits.

Risks going bankrupt in nearly all cases.

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.

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.

Employees through fewer health benefits.

Consumer through high prices.

Investor through stock splits.

Taxpayers by the government

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.