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COMPLETE TEST BANK WITH ANSWERS
Business And Society Ethics And Stakeholder Management 1st Canadian Edition by Len Karakowsky -Test Bank
Sample Questions
Chapter 2Corporate Citizenship: Social Responsibility, Responsiveness, and Performance
TRUE/FALSE
ANS: F
ANS: T
ANS: T
ANS: F
ANS: F
ANS: T
ANS: F
ANS: T
ANS: T
ANS: F
ANS: T
ANS: F
ANS: T
ANS: T
ANS: F
ANS: T
ANS: F
ANS: T
ANS: F
ANS: F
MULTIPLE CHOICE
a. | social issues. |
b. | social responsibility. |
c. | social responsiveness categories. |
d. | the philosophy of stakeholder accommodation. |
ANS: C
a. | a changed social contract. |
b. | criticism of business. |
c. | increased concern for the social environment. |
d. | a more satisfied society. |
ANS: B
a. | those that are most admired are clearly most profitable. |
b. | those that are least admired are typically in the defense industry. |
c. | it is not clear what impact, if any, the rankings have for these businesses. |
d. | none of the above is true. |
ANS: C
a. | economic responsibilities |
b. | legal responsibilities |
c. | ethical responsibilities |
d. | managerial responsibilities |
ANS: D
a. | There is more reliable research on CSP than in the past. |
b. | Investors do not have to sacrifice gains for principles. |
c. | More socially conscious individuals are making investment decisions. |
d. | The public now sees social investing as the most profitable investments available. |
ANS: D
a. | it is deemed ethical to invest in companies that meet the Council on Economic Priorities criteria. |
b. | specialized investment firms use social or ethical criteria as well as financial criteria in making investment decisions. |
c. | it is declining in growth and popularity. |
d. | ethical firms are demonstrably more profitable than unethical firms. |
ANS: B
a. | ethical responsibilities |
b. | managerial responsibilities |
c. | legal responsibilities |
d. | economic responsibilities |
ANS: A
a. | reactive |
b. | promotive |
c. | cooperative |
d. | interactive |
ANS: A
a. | interactive mode. |
b. | stable-state mode. |
c. | defense mode. |
d. | adaptive mode. |
ANS: A
a. | ethical |
b. | economic |
c. | philanthropic |
d. | legal |
ANS: C
a. | owners and community. |
b. | employees and consumers. |
c. | employees and community. |
d. | community and others. |
ANS: B
a. | voluntary |
b. | personal |
c. | ethical |
d. | economic |
ANS: B
a. | make a profit. |
b. | obey the law. |
c. | raise taxes. |
d. | be ethical. |
ANS: C
a. | processes of CSR. |
b. | principles of CSR. |
c. | stakeholder contingencies. |
d. | outcomes of corporate behavior. |
ANS: D
a. | social obligation |
b. | social responsibility |
c. | social responsiveness |
d. | social interaction |
ANS: D
a. | issues identification |
b. | issues analysis |
c. | issues responsibility |
d. | response development |
ANS: C
a. | why business should not assume social responsibility. |
b. | why business should assume social responsibility. |
c. | the classical economic model. |
d. | the relationship between corporate social responsibility and financial position. |
ANS: B
a. | A company obeys laws that have been passed prohibiting racial discrimination. |
b. | A company anticipates the need for a day-care center for its employees children and opens one near the workplace. |
c. | A company sees that its competitors are contributing to a charitable cause and decides that its image will be helped if it contributes also. |
d. | After incidents of passing damaged merchandise on to consumers, a company formulates a sturdier packaging for its product. |
ANS: B
a. | business needs to hold more power. |
b. | it would help our competitive standing in international markets. |
c. | it would ward off future government intervention and regulation. |
d. | managers are oriented toward social skills as well as economics and production. |
ANS: C
a. | principles |
b. | processes |
c. | policies |
d. | philosophies |
ANS: C
a. | what a corporations long-run role in a dynamic social system should be. |
b. | taking an action-oriented approach to social issues. |
c. | how corporations should respond to social pressure. |
d. | bringing corporate behavior up to a level where it is congruent with the prevailing social norms, values, and expectations. |
ANS: A
a. | a firms reputation with society |
b. | social responsibility categories |
c. | philosophy or mode of social responsiveness |
d. | social issues involved |
ANS: A
a. | ethical |
b. | reactive |
c. | defensive |
d. | proactive |
ANS: A
a. | employs friendly/courteous/responsive personnel |
b. | make safe products |
c. | does not pollute the air and water |
d. | obeys the law in all aspects of business |
ANS: A
a. | a reflection of shared moral and ethical principles |
b. | a vehicle for integrating individuals into the communities in which they work |
c. | a form of enlightened self-interest that balances all stakeholders claims and enhances a companys long-term value |
d. | the desire and expectations of businesses to contribute its money, facilities, and employee time to humanitarian programs or purposes |
ANS: D
a. | is no longer used by investment firms. |
b. | may be used in a positive way or a negative way. |
c. | has been theoretically discussed but never actually used. |
d. | is designed to screen out investments in firms, which focus too much on social performance at the expense of economic performance. |
ANS: B
a. | social obligation |
b. | social responsibility |
c. | social responsiveness |
d. | social attitude |
ANS: A
a. | earn more profit. |
b. | risk losing investor confidence and trust. |
c. | downsize. |
d. | go global. |
ANS: B
a. | is directly related to financial returns. |
b. | is the popular thing to do these days. |
c. | helps to ward off government intervention and regulation. |
d. | is the path of least resistance. |
ANS: C
a. | social investing |
b. | social screening |
c. | social conscious |
d. | social responsibility |
ANS: B
Chapter 4Strategic Management and Corporate Public Affairs
TRUE/FALSE
ANS: T
ANS: F
ANS: F
ANS: T
ANS: T
ANS: F
ANS: T
ANS: F
ANS: F
ANS: T
ANS: T
ANS: T
ANS: T
ANS: T
ANS: F
ANS: F
ANS: F
ANS: T
ANS: F
ANS: T
MULTIPLE CHOICE
a. | the overall strategic management process. |
b. | increased levels of business school education in the United States. |
c. | a corporate code of ethics. |
d. | none of the above. |
ANS: A
a. | external and internal scanning. |
b. | short-term goals and long-term objectives. |
c. | issues management and crisis management. |
d. | task forces at the board level and top management level. |
ANS: C
a. | enterprise-level strategy |
b. | corporate-level strategy |
c. | business-level strategy |
d. | functional-level strategy |
ANS: A
a. | is outmoded. |
b. | is an outgrowth of the social activism of the 1960s. |
c. | is a product of post-World War II preoccupation with management professionalism. |
d. | was first introduced by Ralph Nader. |
ANS: B
a. | PR professionals are experts on government whereas PA deals with government as one of many publics. |
b. | PR professionals think PA is on the decline as a professional field. |
c. | The Boston University study on public affairs is of questionable validity due to the questionnaire used. |
d. | Whereas PR has many communication responsibilities, PA deals with issues management and serves as a corporate conscience. |
ANS: D
a. | enterprise-level strategy |
b. | corporate-level strategy |
c. | business-level strategy |
d. | functional-level strategy |
ANS: C
a. | community relations. |
b. | media relations. |
c. | employee benefits. |
d. | corporate contributions. |
ANS: C
a. | most PA departments do not report directly to top management. |
b. | most PA departments report directly to top management. |
c. | most PA departments evolved from Personnel Departments. |
d. | none of the above. |
ANS: B
a. | enterprise-level strategy |
b. | corporate-level strategy |
c. | business-level strategy |
d. | functional-level strategy |
ANS: C
a. | scanning |
b. | monitoring. |
c. | forecasting. |
d. | costing. |
ANS: D
a. | Videotaping employees. |
b. | Cost-benefit analysis. |
c. | Tracking of specific trends. |
d. | Forecasting change. |
ANS: C
a. | Integrity |
b. | safety and health |
c. | quality of work |
d. | all of the above |
ANS: D
a. | strategic issues management. |
b. | corporate social responsiveness. |
c. | corporate public affairs. |
d. | Stakeholder management. |
ANS: C
a. | Environmental affairs |
b. | Employee rights |
c. | Education affairs |
d. | Grassroots activities |
ANS: B
a. | benchmarking. |
b. | scanning. |
c. | monitoring. |
d. | recruiting. |
ANS: A
a. | goal formulation |
b. | strategy evaluation |
c. | strategy implementation |
d. | strategic control |
ANS: C
a. | the international realm is less important than it was initially thought. |
b. | most firms felt their international PA programs were less than adequate. |
c. | issues management does not work in the international arena. |
d. | PA units headed up by non-U.S. citizens were more effective than those headed up by United States citizens. |
ANS: B
a. | Employed an individual or adversarial external affairs strategy. |
b. | Employed public affairs consultants. |
c. | spent the least on their public affairs departments. |
d. | none of the above. |
ANS: D
a. | identification and appraisal of the firms strengths and weaknesses |
b. | identification and appraisal of opportunities and threats in the environment |
c. | identification and appraisal of personal values and aspirations of management |
d. | all of the above |
ANS: D
a. | the complexity of the environment. |
b. | business exposure, top-management philosophy, external affairs strategy, and external affairs design. |
c. | external affairs design only. |
d. | the size of the external affairs department. |
ANS: B
a. | companies dissatisfaction with their PAC activities. |
b. | strategic philanthropy. |
c. | the total quality movement. |
d. | international public affairs initiatives. |
ANS: C
a. | Identification |
b. | Measurement |
c. | Monitoring |
d. | all of the above |
ANS: D
a. | corporate strategy. |
b. | public affairs strategy. |
c. | environmental scanning. |
d. | enterprise-level strategy. |
ANS: B
a. | Breadth |
b. | Depth |
c. | Influence |
d. | Responsiveness |
ANS: D
a. | task environment |
b. | Competitive or industry environment |
c. | general environment |
d. | all of the above |
ANS: D
a. | Integration |
b. | Breadth |
c. | public affairs |
d. | corporate social policy |
ANS: C
a. | public affairs |
b. | corporate strategy |
c. | issues management |
d. | crisis management |
ANS: A
a. | public relations is stressed. |
b. | corporate philanthropy is stressed. |
c. | the management function is stressed. |
d. | customer relations are given a high priority relative to other functions. |
ANS: C
a. | Scanning |
b. | Forecasting |
c. | Assessing |
d. | none of the above |
ANS: B
a. | growing magnitude and impact of government |
b. | changing nature of the political system |
c. | growing recognition by business that it was being outflanked by interests that were counter to its own on a number of policy matters |
d. | all of the above |
ANS: D
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