No. | Statements/observations | Weighted mean | Verbal interpretation |
1 | The board of directors is involved in developing the cooperative strategic plan | 4.57 | Always |
2 | The board of directors is responsible to be alert to the need for a new or changed policy | 4.06 | Often |
3 | The board of directors is responsible for thoughtfully deliberate issues and policy proposals | 4.25 | Always |
4 | The board of directors is actively involved in discussing, reviewing, and ultimately approving the plan of the cooperative | 4.11 | Often |
5 | The board of directors creates standards of performance of the top management to achieve their vision and mission statements | 4.15 | Often |
6 | The board of directors determine and systematically arranges all the main factors to achieve the goals and objectives of the cooperative | 4.40 | Always |
7 | The board of directors direct, guide, and control the top management in formulating, implementing, evaluating, and controlling objectives, policies, and strategies | 4.09 | Often |
8 | The board of directors engages in strategic planning to ensure that the cooperative remains financially sound and be able to maintain its reserves | 4.12 | Often |
9 | The board of directors has a contingency plan or alternative courses of action if the initial plan does not work | 4.16 | Often |
10 | The board of directors makes ways on how to increase the number of their members | 4.06 | Often |
11 | The manager assists the directors in developing the overall goals and objectives of the business | 4.15 | Often |
12 | The manager designs the operating procedures and makes financial projections | 4.06 | Often |
13 | The manager is responsible for making yearly plans and projections | 4.09 | Often |
14 | The manager makes annual projections of balance sheets and operating and cash flow statements | 4.06 | Often |
15 | The manager sets goals and objectives for the day-to-day operations of the business | 4.13 | Often |
| Average weighted mean | 4.16 | Often |