How is your business developing? Test - the question form
Questions: 21 · 4 minutes
1. When disruptions, failures, defects, or process violations occur in production, there is always an active search for someone to blame.
1 – No
2 – Probably no
3 – Probably yes
4 – Yes
2. Many employees in line or staff positions try to protect themselves by using written memos and other paperwork.
1 – No
2 – Probably no
3 – Probably yes
4 – Yes
3. Access to information is determined by an employee's position level rather than by their job responsibilities.
1 – No
2 – Probably not
3 – Probably yes
4 – Yes
4. There is a lack of clarity about the goals of the organization (institute, department, unit); many people do not know what the goals are.
1 – No
2 – Probably not
3 – Probably yes
4 – Yes
5. If a mistake is made, the employee who made it is not the one who finds out; their manager or colleagues do.
1 – No
2 – Probably no
3 – Probably yes
4 – Yes
6. Silo mentality predominates.
1 – No
2 – Probably not
3 – Probably yes
4 – Yes
7. Employees rarely identify with decisions that are made. They tend to see these decisions as not "theirs" but as being made against them ("Don’t those at the top see where this is heading?").
1 – No
2 – Rather no
3 – Rather yes
4 – Yes
8. It is only after the end of the workday that I can calmly and systematically focus on my own work; before that, there is always something more important.
1 – No
2 – Probably no
3 – Probably yes
4 – Yes
9. Most leaders do not aim for management to be based on collective decision-making. Directly or indirectly, they make it clear that they prefer a clear "command-and-control" system.
1 – No
2 – Probably not
3 – Probably yes
4 – Yes
10. When referring to senior management or line managers, it is usually described as: “Those up there.”
1 – No
2 – Probably not
3 – Probably yes
4 – Yes
11. Conflicts most often arise over minor issues.
1 – No
2 – Somewhat no
3 – Somewhat yes
4 – Yes
12. Meetings run too long and usually end without results; the focus is not on the issue at hand but on a clash of egos.
1 – No
2 – Mostly no
3 – Mostly yes
4 – Yes
13. Employees rarely find out how well they are performing their duties. They do not even know the criteria used to evaluate their work.
1 – No
2 – Probably no
3 – Probably yes
4 – Yes
14. It is difficult and almost hopeless to put forward and get support for new ideas and proposals to improve technological processes.
1 – No
2 – Rather no
3 – Rather yes
4 – Yes
15. Enthusiasm at work is rare.
1 – No
2 – Rather no
3 – Rather yes
4 – Yes
16. In general, there are two types of employees: long-standing employees (those who were there when the organization was just starting) and newcomers.
1 – No
2 – Probably no
3 – Probably yes
4 – Yes
17. Many employees become entrenched, relying on the collective agreement, working-time rules, and job descriptions. They are vigilant about their rights.
1 – No
2 – Probably no
3 – Probably yes
4 – Yes
18. When performance is assessed, it is most often based on emotions and more or less superficial observations.
1 – No
2 – Probably no
3 – Probably yes
4 – Yes
19. Many employees struggle with why they studied for so long for things they cannot apply. They cannot demonstrate what they are capable of.
1 – No
2 – Rather no
3 – Rather yes
4 – Yes
20. Awareness that wasted time and poor-quality work threaten the organization’s interests and, ultimately, jobs is not often expressed.
No
Probably not
Probably yes
Yes
21. Employees generally do not want shared decision-making. They want clear direction about where the organization is heading, to be given tasks, and not to worry if those decisions turn out to be wrong.
1 – No
2 – Rather no
3 – Rather yes
4 – Yes