Exam (elaborations)

Chapter 5—Issues Management and Crisis Management York University ADMS 3660

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ADMS 3660

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ADMS 3660

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Uploaded on February 15, 2023
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adms 3660
chapter 5—issues management and crisis management
chapter 5—issues management and crisis management york university adms 3660

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Chapter 5—Issues Management and Crisis Management

TRUE/FALSE

1. One of the factors that has helped make issues management and crisis management more important to
business is instant global communication.

ANS: T PTS: 1 REF: 192
NAT: AACSB Analytic | Environmental Influence

2. Issues management is a process by which a firm deals with its most important stakeholders' demands.

ANS: F PTS: 1 REF: 192
NAT: AACSB Analytic | Group Dynamics

3. The narrow approach to issues management severely restricts the options available to respond to
important issues.

ANS: F PTS: 1 REF: 193-194
NAT: AACSB Analytic | Environmental Influence

4. In reality, the conventional and strategic management approaches to issues management have much in
common.

ANS: T PTS: 1 REF: 195-197
NAT: AACSB Analytic | Environmental Influence

5. The issues that companies are having to deal with are becoming widely divergent, making the process
of issues management more difficult.

ANS: F PTS: 1 REF: 197
NAT: AACSB Analytic | Environmental Influence

6. An issue is a matter that is in dispute between two or more parties.

ANS: T PTS: 1 REF: 198
NAT: AACSB Analytic | Group Dynamics

7. The stages of the issues management process are easily separable; thus each can be assigned to a
specialist with the public affairs office.

ANS: F PTS: 1 REF: 199
NAT: AACSB Analytic | Environmental Influence

8. Issues selling is the process by which stakeholders convince managers to pay attention to the
stakeholders' particular interests.

ANS: F PTS: 1 REF: 202-203
NAT: AACSB Analytic | Environmental Influence

9. Top managers who adopt a more open mindset for the issues that their subordinates consider important
are said to be "buying" those issues.

, ANS: T PTS: 1 REF: 202-203
NAT: AACSB Analytic | Group Dynamics

10. An efficient issues management process will analyze issues before ranking them.

ANS: F PTS: 1 REF: 203-205
NAT: AACSB Analytic | Environmental Influence

11. The formulation stage of the issues management process involves designing the firm's response to the
issues facing it.

ANS: T PTS: 1 REF: 205-206
NAT: AACSB Analytic | Environmental Influence

12. Bellwether states in the issues development process refer to the transformation of issues from low
levels of public awareness to full awareness.

ANS: F PTS: 1 REF: 206-207
NAT: AACSB Analytic | Environmental Influence

13. Issues development is a very well-defined process that allows managers to understand clearly what
stage of the life cycle a particular issue is in.

ANS: F PTS: 1 REF: 206-207
NAT: AACSB Analytic | Environmental Influence

14. In most companies, issues management is done in isolation from other departments.

ANS: F PTS: 1 REF: 208-209
NAT: AACSB Analytic | Environmental Influence

15. Issues management can be viewed as a type of pre-crisis planning.

ANS: T PTS: 1 REF: 209-210
NAT: AACSB Analytic | Environmental Influence

16. The concept of crisis management is relatively new, arising out of the crises of the past two decades.

ANS: T PTS: 1 REF: 210
NAT: AACSB Analytic | Environmental Influence

17. A crisis is a major, unpredictable event that has potentially negative consequences.

ANS: T PTS: 1 REF: 212-213
NAT: AACSB Analytic | Environmental Influence

18. According to a survey of Fortune 500 companies, most believe crises are rare events that are unlikely
to affect them.

ANS: F PTS: 1 REF: 212-213
NAT: AACSB Analytic | Environmental Influence

19. The most effective form of communication during a crisis is one that reacts quickly to events.

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Exam (elaborations)

Chapter 5—Issues Management and Crisis Management York University ADMS 3660

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