4. Besides public relations roles, which one of the following is likely to have the greatest impact on whether or not public relations is part of the management team?A. Top management and public relations staff view the function as “management”B. Staff training, particularly holding graduate degreesC. Extent to which the function is tied to the marketing “bottom line”D. Overpromising—making commitments beyond what is reasonableE. Overselling management on capabilities and expertise5. Which one of the following is a major determinant of whether or not public relations practitioners will be part of an organization’s decision–making coalition?A. The practitioners’ individual characteristics—“the intangibles”B. The extent that the practitioner does research—“scanning for planning”C. The appointment of new CEO or restructuring—“organizational change”D. The views held by line managers and practitioners—“dominant coalition”E. All of the above6. When public relations operates as part of organizational overhead and consists mainly of routine communication output and highly structured activities:A. the focus is on “Management by Objectives.”B. the function deals primarily with “programmed decisions.”C. the emphasis is on “nonprogrammed decisions.”D. the practitioner plays the “problem–solving facilitator” role.E. the function has achieved “line management” status.

Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
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4. Besides public relations roles, which one of the following is likely to have the greatest impact on whether or not public relations is part of the management team?A. Top management and public relations staff view the function as “management”B. Staff training, particularly holding graduate degreesC. Extent to which the function is tied to the marketing “bottom line”D. Overpromising—making commitments beyond what is reasonableE. Overselling management on capabilities and expertise5. Which one of the following is a major determinant of whether or not public relations practitioners will be part of an organization’s decision–making coalition?A. The practitioners’ individual characteristics—“the intangibles”B. The extent that the practitioner does research—“scanning for planning”C. The appointment of new CEO or restructuring—“organizational change”D. The views held by line managers and practitioners—“dominant coalition”E. All of the above6. When public relations operates as part of organizational overhead and consists mainly of routine communication output and highly structured activities:A. the focus is on “Management by Objectives.”B. the function deals primarily with “programmed decisions.”C. the emphasis is on “nonprogrammed decisions.”D. the practitioner plays the “problem–solving facilitator” role.E. the function has achieved “line management” status.

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