Organization Behavior A Complete Guide - 2020 Edition. Gerardus Blokdyk

reports?

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      108. What are the Organization behavior key cost drivers?

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      109. What is measured? Why?

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      110. Are Organization behavior vulnerabilities categorized and prioritized?

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      111. What are the uncertainties surrounding estimates of impact?

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      112. What causes investor action?

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      113. Do you verify that corrective actions were taken?

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      114. What is your decision requirements diagram?

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      115. Are the units of measure consistent?

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      116. How do you verify and develop ideas and innovations?

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      117. Are you aware of what could cause a problem?

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      118. Where is the cost?

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      119. How to cause the change?

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      120. Is there an opportunity to verify requirements?

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      121. What causes extra work or rework?

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      122. What are you verifying?

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      123. Which Organization behavior impacts are significant?

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      124. What are hidden Organization behavior quality costs?

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      125. What are the current costs of the Organization behavior process?

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      126. What relevant entities could be measured?

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      127. What are the costs of reform?

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      128. Has a cost center been established?

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      129. How can you reduce costs?

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      130. Have design-to-cost goals been established?

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      131. What are your customers expectations and measures?

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      132. How can you manage cost down?

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      133. Are there competing Organization behavior priorities?

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      Add up total points for this section: _____ = Total points for this section

      Divided by: ______ (number of statements answered) = ______ Average score for this section

      Transfer your score to the Organization behavior Index at the beginning of the Self-Assessment.

      CRITERION #4: ANALYZE:

      INTENT: Analyze causes, assumptions and hypotheses.

      In my belief, the answer to this question is clearly defined:

      5 Strongly Agree

      4 Agree

      3 Neutral

      2 Disagree

      1 Strongly Disagree

      1. What did the team gain from developing a sub-process map?

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      2. Did any value-added analysis or ‘lean thinking’ take place to identify some of the gaps shown on the ‘as is’ process map?

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