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 “managementâ€B. Staff training, particularly holding graduate degreesC. Extent to which the function is tied to the marketing “bottom lineâ€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 intangiblesâ€B. The extent that the practitioner does research—“scanning for planningâ€C. The appointment of new CEO or restructuring—“organizational changeâ€D. The views held by line managers and practitioners—“dominant coalitionâ€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.â€B. the function deals primarily with “programmed decisions.â€C. the emphasis is on “nonprogrammed decisions.â€D. the practitioner plays the “problem–solving facilitator†role.E. the function has achieved “line management†status.
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 “managementâ€B. Staff training, particularly holding graduate degreesC. Extent to which the function is tied to the marketing “bottom lineâ€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 intangiblesâ€B. The extent that the practitioner does research—“scanning for planningâ€C. The appointment of new CEO or restructuring—“organizational changeâ€D. The views held by line managers and practitioners—“dominant coalitionâ€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.â€B. the function deals primarily with “programmed decisions.â€C. the emphasis is on “nonprogrammed decisions.â€D. the practitioner plays the “problem–solving facilitator†role.E. the function has achieved “line management†status.
Trending now
This is a popular solution!
Step by step
Solved in 4 steps
