平衡计分卡在中小企业绩效管理中的应用外文翻译可编辑.docx
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平衡计分卡在中小企业绩效管理中的应用外文翻译可编辑.docx
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平衡计分卡在中小企业绩效管理中的应用外文翻译可编辑
平衡计分卡在中小企业绩效管理中的应用外文翻译
外文翻译
原文
BalancedScorecardinPerformanceManagementforSMEs
Material:
InternationalJournal?
of?
BusinessResearch2008Author:
Bain
BSCBalancedScoreCard,BSCasanewtypeofenterpriseperformanceevaluationsystemsandstrategiesforimprovingthetools,thecoreideaisbasedonthecorebusiness?
Strategy?
toachievefinancialtargetsandnon-financialindicators,long-termgoalsandshort-termgoals,externalandInternally,thebalanceofresultsandprocessestoenableenterprisestofinallyrealizeabalanceddevelopment,andachievingbusinessgoals,departmentalgoalsandpersonalgoalsconsistentandcoordinated.15years,thebalancedscorecardhasbeenwidelyuseddomesticandforeignlargeenterprises,whileSMEsrarelytouches.SMEsasanimportantofChina'ssocialistmarketeconomy,micro-foundationfornational?
Economic?
andsocial?
Development?
oftheimportantstatusandrolehasbecomeincreasinglyprominent,thesurvivalanddevelopmentofSMEsinallsectorsofsocietymoreandmoreattention.However,performancemanagement,thestatusquoofChina'ssmallandmediumenterprisesisworrying,therearemanyissueshavebecomeaseriousconstraintforSMEdevelopment'stumblingblock'.So,howtoimproveSMEperformancemanagement,soastoenhancetheircorecompetitivenessand,ultimately,thebusinessenterprisevalueimizationgoal?
Inthispaper,toimproveperformancemanagementforSMEsasanentrypointtotheBalancedScorecardinsmallandmediumenterprisesintheapplicationofperformancemanagementhasdoneagoodstudyFirst,theproblemsofperformancemanagementforSMEsRelativetoChina'slargeenterprises,SMEdevelopmentsystem,thelackofnationalpolicy-levelsupport,oftenshowingasmallscale,withfewpeople,organizationisloose,highlyconcentratedownershipandmanagementrights,thelackofappropriateincentiveandrestraintmechanisms,managementconceptsandmanagementlevelbackward,managementareunevenlevelsofqualityofthe?
Information?
collectionandprocessingcapacityisweakandsoon,resultinginperformancemanagement,therearemanyproblems,asexemplifiedbythefollowing:
?
Iawarenessoftheexistenceofperformancemanagementbias.PerformanceManagementPerformanceManagementreferredtoasPAasthecoreofhumanresourcemanagement,havealreadyunveileditsveilofmysteryisnolongerwhatthenewtopicinthetheoreticalcommunitytotheconcernsofmanyexpertsandscholarsathomeandabroadandstudycirclesinpracticeusedforeachenterprise.Nevertheless,China'sSMEsarestilltheconceptofperformancemanagementgenerallyvague,insufficientunderstandingofitsimportance.Thisisduetosmallandmediumenterprisesahighdegreeofconcentrationofownershipandmanagementrights,managerstendtoover-transactionprocessing,ignoringtheenterprise'soverallstrategicobjectives,notfromastrategicperspectiveonperformancemanagement,performancemanagement,lackofproperunderstandingandawarenessoftheperformancemanagement,positioningexistenceoferrors,oftenmistakenlybelievethatperformancemanagementisaperformanceevaluationorperformanceappraisalisayear-endsummaryemployees,ishumanresourcesmatterBTheperformancemanagementsystemuptodatelag.ManySMEsarebyseveralpeople,adozenoradozenpeoplecottageevolvedasfamilybusinesses,subjecttotheconstraintsofobjectivereasonstoformaporous,randomnessandstrong'chronicillness'focusonperformancemanagementisnotenoughledtoalatestartperformancemanagement,performancemanagementsystemhasnotbeenestablished,orAlthoughtheestablishment,butnotperfect,didnotformanorganicperformancemanagementsystem;performancemanagement,poorimplementation,implementingperformancemanagementstrategiesandmethodsunscientific,intheprocessofimplementationthatoftenappearinawidevarietyofhazards;reperformancemanagement,performance,lightfeedback,thefeedbackisslow;performancemanagementisstillstuckinthetraditionalmodel,thelackofinnovationCtheperformancemanagementprocessamereformality.MostofSMEstoblindlyfollowthetrendofperformancemanagement,thereisthephenomenonofverbalemphasisonperformancemanagement,specificallythelackofenthusiasmfortheimplementationprocess,oftengothroughthemotions,theactualworkhasnotdelveintothedepths,donotinplace;assessmenttargetsdesignedtounreasonabledesignfocusonlyonfinancialindicators,whilenon-financialindicatorsnotbeconsidered,sothattheobjectevaluationfocusedonlyonshort-terminterestsdonotattachimportancetolong-termgoals,tofocusonlyonevaluationresultsdonotre-process;noclearquantitativeevaluationcriteria,sothatthecostofadministeringtheimplementationofperformanceappraisalisgreaterthanthelevelofperformanceimprovementeffect;performanceappraisalobjectivesarenotclear,sothatevaluationobjectracktheirbrainstofindtheloopholesandpossibleassessmentopportunities,notconcernedaboutthelevelofperformanceenhancement,thedeviationfromtheoriginalintentionofperformancemanagementDStaffqualityispoor.Theeffectiveimplementationofperformancemanagement,notonlyrequiresthemanagementstaffcommunication,coordination,decision-makingandothermanagementcapabilityofthehighdemands,butalsooftheentirestaff'sactivesupport,participationandcooperation.ThefinancingchannelsforSMEsislimited,inordertosurvivedevelopment,businesswillgenerallybemostofthemoneyinvestedinfixedassetsandothertangibleassets,?
Investment?
inhumanresourcesisobviouslyinadequate,andsomecompanieswillnotevenstafftrainingcostsaspartoftheirdailyexpenditureitems,deprivingemployeesenhancetheprofessionallevelopportunities.MostSMEmanagerswithoutastrictselection,loweducation,lackofbasicknowledgeofmodern?
EnterpriseManagement?
reliesheavilyonpracticalworkexperience,inthe?
Experience?
managementstage,thequalityofmanagementarenotwellmeettherequirementsoftherapiddevelopmentofenterprises.Thegeneralstaffoftheenterpriseperformancemanagementobjectiveswithoutin-depthunderstandingofenterpriseperformancecannotmanagementobjectivesandstrategyforenterprisedevelopmentlinkedtoaone-sidedviewofperformancemanagementobjectivesistoimplementrewardsandpunishments,theleadershipwastodeterminethebonuspayment,dividenddistribution,andhencepronetoconflictwithemotions,andbetreatedwithaperfunctorymanner,sothatgreatlyunderminedtheeffectofperformancemanagement,toincreasethedifficultyoftheimplementationofperformancemanagement5?
Communication?
barriers.Manysmallandmediumenterpriseswithinthevariousdepartments,departmentsofinternalcoordinationbetweenmanagersandstaff,poorcommunicationdifficulties.Performancemanagementistheneedtomanagetheofficersandstafftocontinuetheireffectivecommunicationsystemengineering,thelackofcommunicationormiscommunicationwouldgivetheeffectiveimplementationofperformancemanagementtobringtheresistance,sothattheworkwouldnotseetheeffectivenessofperformancemanagement,orevenimpossibletocarryoutSecond,smallandmediumenterprisestousethebalancedscorecardforperformancemanagement,feasibilityanalysis?
PerformanceManagementforSMEsonhowtoproperlysolvetheexistingproblemsandimprovetheircorecompetitiveness,hasbecomeatoppriorityforSMEs.Ibelievethat,asaperformancemanagementappraisalsystemiscurrentlythemostadvancedoftheBalancedScorecard,caneffectivelysolvethedilemmaofSMEsAfromthetheoreticalanalysis.Becausethebalancedscorecardfromafinancial,customer,internalprocesses,learningandgrowthoffourdimensionsaffecteachothermutuallypromoteeachothertobuildoutthefinancialindicatorsandnon-financialindicatorscombinedframesystem,breakingthetraditionalperformancemanagement,ratherthanfocusingonlyonfinancialindicatorsimportanceofnon-financialindicatorscustomer,internalprocesses,learningandgrowthperformancemanagement.BalancedScorecardperformancemanagementandcorporatestrategyemphasizesthecloserelationshipbetweenobjectives,the?
StrategicManagement?
processonthecompany'scorestatustocorporatestrategicdirectionofperformancemanagement,throughperformancemanagementtoachievebusinessstrategy.BalancedScorecardtheoryprovidesenterpriseswithamacro,abstractstrategyintooperationalprogramsorplansofworkmodeofthinking,andgraduallydevelopedintoastrategyforimplementationandmonitoringofmanagementtools,combinedwiththestrategicandperformancemanagementtohelpcompaniesachievelong-termgoals,stressedthataccordingtocorporatebusinessstrategyandcompetitiveaskedtoselectanumberofkeymetrics.ThisideaispreciselytoguidetheSMEstoimproveperformancemanagement,andtoimprovetheircorecompetitiveness.Thus,SMEscanlearnfromtheBalancedScorecardperformancemanagementtheorytoimproveandenhancethecorecompetitivenessofSMEsBfromthepracticeanalysis.BalancedScorecardiswidelyusedininternalmanagement,itspositionbysettingperformancetargets,willpaybonuseslinkedtogradepromotionandperformancenotonlybreakdowntheimplementationofmulti-objectivemanagementofimportantways,butalsothebasisforevaluationofemployeeperformance.Inpractice,thebalancedscorecardasanewtypeofperformanceevaluationsystemsandstrategiesforimprovingthetoolsbytheacademicandbusinessattentionandattachgreatimportancetobeconsideredistheuseofperformancemanagementint
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- 关 键 词:
- 平衡 计分 中小企业 绩效 管理 中的 应用 外文 翻译 编辑