1、本科毕业论文（设计）外文翻译题目基于企业文化的某企业绩效管理研究学院商学院专业人力资源管理班级学号学生姓名指导教师外文题目PERFORMANCEMANAGEMENTMAKEITWORK外文出处AACEINTERNATIONALTRANSACTIONS外文作者COKINS,GARY原文PERFORMANCEMANAGEMENTMAKINGITWORKDIRECTION,TRACTION,ANDSPEEDWHENYOUAREDRIVINGACAR,YOUDIRECTLYCONTROLALLTHREEYOUCANTURNTHESTEERINGWHEELTOCHANGEDIRECTIONYOUCAND
2、OWNSHIFTTHEGEARSTOGOUPASTEEPHILLTOGETMORETRACTIONYOUCANSTEPONTHEGASPEDALTOGAINMORESPEEDHOWEVER,SENIOREXECUTIVESWHOMANAGESUPPLYCHAINSDONOTHAVEDIRECTCONTROLWHYNOTBECAUSETHEYCANONLYACHIEVEIMPROVEMENTSBYINFLUENCINGOTHERPEOPLE,NAMELYTHEIREMPLOYEES,ANDEMPLOYEESCANSOMETIMESACTLIKECHILDRENTHEYDONOTALWAYSDOW
3、HATYOUTELLTHEMTODO,ANDSOMETIMESTHEYDOTHEOPPOSITEOFWHATTHEYARETOLDWHATISPERFORMANCEMANAGEMENTASIMPLEDEFINITIONOFPERFORMANCEMANAGEMENTIS“THETRANSLATIONOFPLANSINTORESULTSEXECUTION“ITISTHEPROCESSOFMANAGINGANORGANIZATIONSSTRATEGYFORCOMMERCIALCOMPANIES,STRATEGYCANBEREDUCEDTOTHREEMAJORCHOICES1WHATPRODUCTSO
4、RSERVICELINESSHOULDWEOFFERORNOT2WHATMARKETSANDTYPESOFCUSTOMERSSHOULDWESERVEORNOT3HOWAREWEGOINGTOWINALTHOUGHPMPROVIDESINSIGHTSTOIMPROVEALLTHREECHOICES,ITSPOWERISINACHIEVINGNUMBERTHREEWINNINGBYADJUSTINGANDEXECUTINGSTRATEGIESPMDOESTHISBYHELPINGMANAGERSTOSENSEEARLIERANDRESPONDMOREQUICKLYANDEFFECTIVELYTO
5、UNCERTAINCHANGESTHINKOFPMASANUMBRELLACONCEPTTHATINTEGRATESTHEBUSINESSIMPROVEMENTMETHODOLOGIESYOUAREALREADYFAMILIARWITHORLIKELYHAVEHEARDTHETERMSWITHTECHNOLOGYINSHORT,THEMETHODOLOGIESNOLONGERNEEDTOBEAPPLIEDINISOLATIONTHEYCANBEORCHESTRATEDPERFORMANCEMANAGEMENTISSOMETIMESCONFUSEDASAHUMANRESOURCESANDPERS
6、ONNELSYSTEMITISMUCHMOREENCOMPASSINGITDESCRIBESTHEMETHODOLOGIES,METRICS,PROCESSES,SOFTWARETOOLS,ANDSYSTEMSTHATANDMANAGETHEPERFORMANCEOFANORGANIZATIONPERFORMANCEMANAGEMENTISOVERARCHINGFROMTHECLEVELEXECUTIVESCASCADINGDOWNTHROUGHTHEORGANIZATIONANDITSPROCESSESFROMTHETOPDESKTOTHEDESKTOPTOSUMUPITSBENEFIT,I
7、TENHANCESBROADCROSSFUNCTIONALINVOLVEMENTINDECISIONMAKINGBYPROVIDINGTREMENDOUSLYGREATERVISIBILITYWITHACCURATE,RELIABLE,ANDRELEVANTINFORMATIONALLAIMEDATEXECUTINGANORGANIZATIONSSTRATEGYTOMINIMIZEANYONESCONFUSION,THEREISNOSINGLEPMMETHODOLOGYBECAUSEITSPANSTHECOMPLETEMANAGEMENTPLANNINGANDCONTROLCYCLETHINK
8、OFITASABROADENDTOENDUNIONOFSOLUTIONSINCLUDINGTHREEMAJORPURPOSESCOLLECTINGDATA,TRANSFORMINGANDMODELINGTHEDATAINTOINFORMATION,ANDWEBREPORTINGITTOUSERSANDDECISIONMAKERSMANYOFPMSCOMPONENTMETHODOLOGIESHAVEEXISTEDFORDECADESORHAVEBECOMERECENTLYPOPULAR,SUCHASTHEBALANCEDSCORECARDSOMEOFPMSCOMPONENTS,SUCHASACT
9、IVITYBASEDCOSTMANAGEMENT,AREPARTIALLYORCRUDELYIMPLEMENTEDINMANYORGANIZATIONS,ANDPMREFINESTHEMSOTHATTHEYWORKINBETTERHARMONYWITHPMSOTHERCOMPONENTSEARLYADOPTERSHAVEDEPLOYEDPARTSOFPM,BUTFEWHAVEDEPLOYEDITSFULLVISIONTHETERMKNOWLEDGEMANAGEMENTISFREQUENTLYMENTIONEDINBUSINESSARTICLESITSOUNDSLIKESOMETHINGANOR
10、GANIZATIONNEEDS,BUTTHETERMISSOMEWHATVAGUEANDDOESNOTOFFERANYDIRECTIONFORIMPROVINGDECISIONSINCONTRAST,THEMAINTHRUSTOFPMISTOMAKEBETTERDECISIONSTHATWILLBEEVIDENCED,ANDULTIMATELYMEASURED,BYOUTPUTSANDOUTCOMESMANAGEMENTSQUESTFORTHATELUSIVEMAGICPILLIMPROVEMENTPROGRAMEXECUTIVEMANAGEMENTSGREATESTCHALLENGEISIN
11、COMMUNICATINGITSSTRATEGYIFASKEDTODESCRIBETHEIRORGANIZATIONSSTRATEGY,MOSTEMPLOYEESANDMANAGERSCANNOTADEQUATELYARTICULATEITEMPLOYEESCANEFFECTIVELYIMPLEMENTASTRATEGYONLYWHENTHEYCLEARLYUNDERSTANDTHESTRATEGYANDHOWTHEYCONTRIBUTETOITSACHIEVEMENTANINTEGRATEDSUITEOFMETHODOLOGIESANDTOOLS,THEPMSOLUTIONSSUITE,PR
12、OVIDESTHEMECHANISMTOBRIDGETHEBUSINESSINTELLIGENCEGAPBETWEENTHECEOSVISIONANDEMPLOYEESACTIONSMANYORGANIZATIONS,HOWEVER,JUMPFROMIMPROVEMENTPROGRAMTOPROGRAMHOPINGTHATEACHNEWONEMAYPROVIDETHATBIGYETELUSIVECOMPETITIVEEDGEHOWEVER,MOSTMANAGERSWOULDACKNOWLEDGETHATPULLINGONELEVERFORIMPROVEMENTRARELYRESULTSINAS
13、UBSTANTIALCHANGE,PARTICULARLYALONGTERMSUSTAINEDCHANGETHEKEYFORIMPROVINGISINTEGRATINGANDBALANCINGMULTIPLEIMPROVEMENTMETHODOLOGIESPERFORMANCEMANAGEMENTTIGHTLYINTEGRATESTHEBUSINESSIMPROVEMENTANDANALYTICMETHODOLOGIESEXECUTIVESAREALREADYFAMILIARWITHTHESEINCLUDESTRATEGYMAPPING,BALANCEDSCORECARDS,COSTINGIN
14、CLUDINGACTIVITYBASEDCOSTMANAGEMENT,BUDGETING,ANDFORECASTING,ANDRESOURCECAPACITYREQUIREMENTSTHESEMETHODOLOGIESFUELOTHERCORESOLUTIONSSUCHASCUSTOMERRELATIONSHIPMANAGEMENTCRM,SUPPLYCHAINMANAGEMENTSCM,RISKMANAGEMENT,ANDHUMANCAPITALMANAGEMENTHCMSYSTEMS,ASWELLASSIXSIGMAITISQUITEASTEW,BUTTHEYALLBLENDTOGETHE
15、RINTHEEND,ORGANIZATIONSNEEDTOPDOWNGUIDANCEWITHBOTTOMUPEXECUTIONPMDOESTHISBYCONVERTINGPLANSINTORESULTSPMINTEGRATESOPERATIONALANDFINANCIALINFORMATIONINTOASINGLEDECISIONSUPPORTANDPLANNINGFRAMEWORKANDBASEDONACOMMONDATABASEPLATFORM,ITPROVIDESONEVERSIONOFTHETRUTHRATHERTHANDISPARATEINCONSISTENTDATATHATANNO
16、YSBOTHEMPLOYEESANDCUSTOMERSSIMPLYPUT,PMHELPSANORGANIZATIONTOUNDERSTANDHOWITWORKSASAWHOLETHEROLESOFSTRATEGYMAPSANDTHEBALANCEDSCORECARDLEADERSHIPSROLEISTODETERMINESTRATEGICDIRECTIONANDMOTIVATEPEOPLETOGOINTHATDIRECTIONHOWEVER,SENIOREXECUTIVESARECHALLENGEDANDUSUALLYFRUSTRATEDWITHCASCADINGTHEIRSTRATEGYDO
17、WNTHROUGHTHEIRORGANIZATIONEXECUTIVESANDMANAGEMENTCONSULTANTSHAVEHAILEDTHEBALANCEDSCORECARDASTHENEWRELIGIONTORESOLVETHISFRUSTRATIONITSERVESTOCOMMUNICATEEXECUTIVESTRATEGYTOEMPLOYEESANDALSOTOHELPNAVIGATEDIRECTIONBYSHAPINGTHEALIGNMENTOFPEOPLEWITHSTRATEGYTHEBALANCEDSCORECARDBRIDGESTHESUBSTANTIALGAPBETWEE
18、NTHERAWDATASPEWEDOUTFROMBUSINESSSYSTEMS,SUCHASENTERPRISERESOURCEPLANNINGSYSTEMSERPANDTHEORGANIZATIONSSTRATEGYINADDITION,ITPROVIDESIMMEDIATEANDVISUALFEEDBACKTHROUGHGRAPHICALMETERSDISPLAYINGDIFFERENCESBETWEENACTUALPERFORMANCEANDTHETARGETSSETBYMANAGEMENTDESPITEMUCHPUBLICITYABOUTTHEBALANCEDSCORECARD,THE
19、STRATEGYMAPTHATPRECEDESTHEDEVELOPMENTOFTHESCORECARDISCONSIDEREDTOBEMUCHMOREIMPORTANTSTRATEGYMAPSENABLELEADERSHIPTOMOTIVATEPEOPLEBYSERVINGASAGUIDEWITHSIGNPOSTSANDGUARDRAILSSTRATEGYMAPSEXPLAINHIGHLEVELCAUSESANDEFFECTSWITHIFTHENLOGIC,HELPINGEXECUTIVESCHOOSETHEBESTSTRATEGICOBJECTIVESANDTHESUPPORTINGPROJ
20、ECTSANDACTIONITEMSTHATWILLHELPTHECOMPANYATTAINTHEMONECANTHINKOFSTRATEGYMAPSANDSCORECARDSSIMILARTOHOWFINANCIALANALYSTSRELYONBALANCESHEETSANDINCOMESTATEMENTSTODESCRIBEANORGANIZATIONSFINANCIALHEALTHSTRATEGYMAPSANDTHEFEEDBACKFROMITSCOMPANIONSCORECARDDESCRIBEANORGANIZATIONSSTRATEGICHEALTHANDCONSEQUENTLYI
21、TSCHANCESFORINCREASINGPROSPERITYTHESCORECARDEXPRESSESTHESTRATEGYINMEASURABLETERMSCOMMUNICATINGWHATMUSTBEDONEANDHOWEVERYONEISPROGRESSINGPERFORMANCEMANAGEMENTISANITERATIVEPROCESSSIMILARTOTHEPOPULARPLANDOCHECKACTPDCAITERATIVECYCLEMADEPOPULARBYWEDWARDSDEMING,THEFAMOUSQUALITYIMPROVEMENTEXPERT,PERFORMANCE
22、MANAGEMENTALSOHASANITERATIVECYCLEIMAGINEPERFORMANCEMANAGEMENTASAWHEELWITHTHREEELEMENTSORARCSFOCUS,COMMUNICATE,ANDCOLLABORATETHEFIGUREALSOSHOWSHOWFACTBASEDMANAGERIALACCOUNTINGDATAANDOPERATIONALDATAPROVIDEINPUTTOTHEPERFORMANCEMANAGEMENTWHEELTHEPROCESSOFMANAGINGSTRATEGYBEGINSWITHFOCUSYOUNEVERHAVEENOUGH
23、MONEYORRESOURCESTOCHASEEVERYOPPORTUNITYORMARKETONTHEPLANETYOUHAVETOTHINKINTERMSOFTHATYOUARECONTINUOUSLYLIMITEDTOSCARCEANDPRECIOUSRESOURCESANDTIME,SOFOCUSISKEYANDSTRATEGYYIELDSFOCUSINTHISIMPORTANTINITIALSTEPSENIORMANAGEMENTDEFINESANDCONTINUOUSLYADJUSTSITSSTRATEGYANDNEXT,BYMAPPINGCAUSEANDEFFECTRELATIO
24、NSHIPSWITHITSSTRATEGYMAP,ITDEFINESSTRATEGICOBJECTIVESANDHIGHERIMPACTACTIONSTEPSANDPROJECTSTHATWILLACHIEVETHOSEOBJECTIVESCOMPANIESCANIDEALLYTURNBIGGOALSINTOSMALL,MANAGEABLEPROJECTSTHATCANACTUALLYBEACCOMPLISHEDTHEFIRSTSTEPINTHISTRANSLATIONISTOCREATEASETOFSTRATEGICTHEMESTHATWILLBRIDGETHEGAPBETWEENTHEEX
25、ISTINGSTATEOFOPERATIONSANDTHEDESIREDSTATETHESETHEMESTHENORGANIZETHEWORKOFTHECOMPANYBYFOCUSINGONCRITICALAREAS,EVERYONECANIDENTIFYTHETRUESOURCESOFBUSINESSFAILURE,ASWELLASTHEBESTPRACTICESTHATLEADTOFUTURESUCCESSCOMMUNICATETHEPROCESSOFMANAGINGSTRATEGYCONTINUESWITHCOMMUNICATIONTHEKEYISFORSENIORMANAGEMENTT
26、OARTICULATEITSSTRATEGYTOEMPLOYEESINAWAYTHEYUNDERSTANDITALONGWITHARTICULATINGSTRATEGYCOMESTHEALLIMPORTANTFEEDBACKTOEMPLOYEETEAMS“HOWAMIDOINGONWHATISIMPORTANT“THEBALANCEDSCORECARDISTHEKEYTOOLFORCOMMUNICATINGTHESTRATEGYTHINKOFSCORECARDSASTHEDRIVEGEARSOFTHESTRATEGYMAPTHINKOFASCORECARDASHAVINGCAREFULLYSE
27、LECTEDANDDEFINEDINDICATORSANDMEASURES,EACHWEIGHTEDTOREFLECTTHEIRRELATIVELEVELOFIMPORTANCETHINKOFASCORECARDASASETOFCHAINLINKSOFTHESTRATEGYMAPSSTRATEGICOBJECTIVESWHEREEACHCHAINLINKUSES“IFTHEN“RELATIONSHIPSWITHLEADINGANDLAGGINGMEASURESTODRIVEWORKEFFORTSTOALIGNWITHORGANIZATIONSMISSIONANDVISIONIFPROPERLY
28、IMPLEMENTED,ASCORECARDENABLESALLEMPLOYEESANDMANAGERSSHOULDBEABLETOQUICKLYANSWERAPOWERFULQUESTION“HOWAMIDOINGONWHATISIMPORTANT“BYINTEGRATING,DISTRIBUTINGANDANALYZINGENTERPRISEWIDEINFORMATIONANORGANIZATIONGAINSTHEPOWERTOACTONTHISINFORMATIONAHEADOFITSCOMPETITORSCOLLABORATETHEPROCESSOFMANAGINGSTRATEGYEN
29、DSWITHCOLLABORATIONBYALIGNINGVARIOUSSTRATEGIESAMONGBUSINESSUNITS,THEORGANIZATIONTAPSINTOTHECOLLECTIVEKNOWLEDGEOFITSEMPLOYEESANDUNLEASHESACHPERSONSPOTENTIALFROMTHETOPDESKTOTHE“DESKTOP,EMAILDISCUSSIONTHREADANBCREATEDFORFASTERCONSENSUSANDTRULYMAKEEXECUTINGSTRATEGYEVERYONESJOBEMPLOYEESDONOTNEEDTOWAITFOR
30、THEIRMANAGERSTODIRECTTHEMBUTRATHERTHEYCANACTIVELYMAKEDECISIONSCOLLABORATIONTHISSENSEISALLABOUTCOLLECTIVEDIALOGULTIMATELY,EXECUTIVESCANMOVEBEYONDTHETRADITIONALPRACTICEOFFOCUSINGONBACKWARDLOOKINGFINANCIALRESULTSBYUSINGSCORECARDSANDSTRATEGYMAPSTOFOCUSONTHEIRORGANIZATIONSSTRATEGICOBJECTIVESINTHEAREASOFL
31、EARNING,GROWTH,INNOVATIONANDPROCESSTHEYCANFOCUSONNONFINANCIALLEADINGINDICATORS,MEASUREDDURINGTHEPERIOD,ANDTHATULTIMATELYRESULTINTHEORGANIZATIONSFINANCIALPERFORMANCEBYDOINGSO,ORGANIZATIONSCANACHIEVETHEIRCUSTOMERFACINGOBJECTIVESANDSUBSEQUENTLYMEETTHEIRFINANCIALOBJECTIVESTHEPERFORMANCEMANAGEMENTFRAMEWO
32、RKFORVALUECREATIONONEOFTHEMOSTAMBIGUOUSTERMSINDISCUSSIONSABOUTBUSINESSANDGOVERNMENTISVALUEEVERYBODYWANTSVALUEINRETURNFORWHATEVERTHEYEXCHANGEDTOGETVALUEBUTWHOSEVALUEISMOREIMPORTANTANDWHOISENTITLEDTOCLAIMINGITCUSTOMERSCONCLUDETHATTHEYRECEIVEVALUEIFTHEBENEFITSTHEYRECEIVEDFROMAPRODUCTORSERVICEMEETSOREXC
33、EEDSWHATTHEYPAIDFORIT,INCLUDINGTIME,INVESTMENT,COST,ETCBUTSHAREHOLDERSANDSTAKEHOLDERSBELIEVEIFTHEIRINVESTMENTRETURNISLESSTHANTHEECONOMICRETURNTHEYCOULDHAVERECEIVEDFROMEQUALLYORLESSRISKYINVESTMENTS,THENTHEYAREDISAPPOINTEDVALUETOEMPLOYEESISANOTHERISSUEALTOGETHER,MOSTLIKELYTIEDTOCOMPENSATIONANDJOBSATIS
34、FACTIONTHREEGROUPSBELIEVETHEYAREENTITLEDTOVALUECUSTOMERS,SHAREHOLDERS/STAKEHOLDERS,ANDEMPLOYEESARETHEYRIVALSWHATARETHETRADEOFFSISTHEREANINVISIBLEHANDCONTROLLINGCHECKSANDBALANCESTOMAINTAINANECONOMICEQUILIBRIUMSOTHATEACHGROUPGETSITSFAIRSHAREARESOMEGROUPSMOREENTITLEDTORECEIVINGVALUETHANOTHERSPERFORMANC
35、EMANAGEMENTOPERATINASANINTEGRATEDSYSTEMITSEASYTOCONCLUDETHATACUSTOMERFOCUSISCRITICALTHREEARROWSAREATTHECENTEROFTHEFIGURE,STARTINGANDENDINGWITHTHECUSTOMERSATISFACTIONELLIPSEINPRACTICE,THESEARROWSCIRCULATECOUNTERCLOCKWISETHETWOFATGREENARROWSREPRESENTTHEPRIMARYUNIVERSALCOREBUSINESSPROCESSESPOSSESSEDBYA
36、NYORGANIZATION,REGARDLESSIFTHEYAREINTHECOMMERCIALORPUBLICSECTORTAKEANORDERORASSIGNMENT,ANDFULFILLANORDERORASSIGNMENTTHESETWOPROCESSESAPPLYTOANYORGANIZATIONORDERS,ASSIGNMENTSORTASKSARERECEIVED,ANDTHENORGANIZATIONSATTEMPTTOEXECUTETHEMTHEITSUPPORTSYSTEMSNEEDEDTOFULFILLTHESETWOCOREPROCESSESREPRESENTEDBY
37、THEGREENARROWSARECALLEDFRONTOFFICEANDBACKOFFICESYSTEMSTHECUSTOMERFACING,FRONTOFFICESYSTEMSINCLUDECUSTOMERINTELLIGENCECIANDCUSTOMERRELATIONSHIPMANAGEMENTCRMSYSTEMSTHISISALSOWHERESALESANDWORKORDERMANAGEMENTSYSTEMSRESIDETHEBACKOFFICESYSTEMSAREWHERETHEFULFILLMENTOFCUSTOMERORWORKORDERS,PROCESSPLANNINGAND
38、OPERATIONSRESIDESTHEWORLDOFERPANDSIXSIGMAQUALITYINITIATIVESTHEOUTPUTFROMTHISPROCESSPLANNINGANDEXECUTIONBOXISTHEPRODUCT,SERVICE,ORMISSIONINTENDEDTOMEETTHECUSTOMERNEEDSTOTHEDEGREETHATTHATCUSTOMERREVENUESEXCEEDALLOFANORGANIZATIONSEXPENSES,INCLUDINGTHECOSTOFCAPITAL,THENPROFITANDFREECASHFLOWEVENTUALLYACC
39、UMULATESINTOTHESHAREHOLDERSELLIPSEINTHEFIGURESLOWERRIGHTTHENEEDTOSATISFYCUSTOMERSISTHEMAJORINPUTINTOSENIORMANAGEMENTSELLIPSEINTHEFIGURESUPPERLEFT“MISSIONANDSTRATEGY“ASTHEEXECUTIVETEAMADJUSTSANORGANIZATIONSSTRATEGYTHEYMAYABANDONSOMEKEYPERFORMANCEINDICATORSKPISINTENDEDTOALIGNWORKBEHAVIORWITHTHEOUTDATE
40、DSTRATEGYINTHISCASE,KPISASSOCIATEDWITHOUTDATEDSTRATEGIESARENOTUNIMPORTANTBUTRATHERNOWLESSIMPORTANTTHETEAMMAYALSOADDNEWKPISORADJUSTTHEKPIWEIGHTINGSFORVARIOUSEMPLOYEETEAMSASTHEFEEDBACKISRECEIVEDFROMTHESCORECARDS,ALLEMPLOYEESCANANSWERAKEYQUESTION“HOWAMIDOINGONWHATISIMPORTANT“WITHANALYSISFORCAUSALITY,CO
41、RRECTIVEACTIONSCANTHENOCCURANDNOTETHATTHEOUTPUTFROMSCORECARDSDOESNOTSTOPATTHEORGANIZATIONSBOUNDARY,BUTITPENETRATESALLTHEWAYTHROUGHTOINFLUENCETHEEMPLOYEEBEHAVIORTHISINTURNLEADSTOBETTEREXECUTIONISMYFIGURETHEBESTDIAGRAMTOREPRESENTOFTHEPERFORMANCEMANAGEMENTFRAMEWORKIDONOTKNOWITISMYDIAGRAMPROFESSIONALSOC
42、IETIES,MANAGEMENTCONSULTANTS,ANDSOFTWAREVENDORSHAVETHEIROWNDIAGRAMSPERHAPSABUSINESSMAGAZINEORWEBPORTALCANHAVEACONTESTWHEREDIAGRAMSARESUBMITTEDANDVOTEDONBYREADERSBUTTHEKEYPOINTISTHATPERFORMANCEMANAGEMENTISNOTTHENARROWDEFINITIONOF“BETTERSTRATEGY,BUDGETING,PLANNINGANDFINANCE“CLEARLY,ITISALSOABOUTBALANC
43、INGSOMETIMESCOMPETINGVALUES资料来源AACEINTERNATIONALTRANSACTIONS2006,P5156,6P译文让绩效管理发挥作用方向，牵引和速度。当你驾驶汽车，可以直接控制这三项。你可以转动方向盘改变方向。你可以降档以获得更多的牵引力，来上陡峭的山坡。你可以踩油门踏板，以获取更多的速度。然而，管理供应链的高级管理人员没有直接的控制。为什么不呢因为他们只能通过影响其他人来实现改进，即其员工和员工的行为，有时像孩子一样。他们并不总是做你所告诉他们应该做的，有时他们做的是与告知他们的事是相反的什么是绩效管理绩效管理的一个简单定义是“为使计划变为结果。”这是管理
44、一个组织的战略。对于商业企业，战略可归纳为三个主要的选择1、什么样的产品或服务项目我们应提供或不提供2、哪些市场及客户类型，我们应履行或不履行3、我们如何去赢虽然PM提供的见解，改善所有三种选择，其功率是实现第三通过调整和执行战略的胜利。PM是通过帮助管理者意识更早，更迅速和有效地改变了这种不确定性。将PM看作一个总括概念，集成了你已经熟悉的技术（或可能听到的条款）的业务改进方法，总之，这些方法不再需要再隔离应用。它们可以协调。绩效管理，有时被混淆为人力资源和人事制度。这是更无所不包。它描述的方法，指标，流程，软件工具和系统，并管理一个组织的绩效。绩效管理是首要的C级联通组织及其流程下来的行政
45、人员。从上方的办公桌的桌面到桌面的上方。总结它的好处，提它通过提供大大提高知名度的准确，可靠，相关的信息来增强了跨职能部门参与所有旨在执行组织的战略。为了尽量减少任何人的混乱，没有一个单一的绩效管理方法，因为它跨越了完整的管理计划和控制周期。你可以把它作为一个广义的终端到终端的解决方案包括三个主要目的收集数据，转化成信息和数据建模，以及通过网络报告给用户和决策者。很多绩效管理的组件的方法已经存在了几十年，许多或已成为时下流行的如平衡计分卡。很多绩效管理的的组件，如基于活动的成本管理，有些部分或不成熟的在许多组织中实施，绩效管理通过细化他们，使他们更好地与绩效的其他部分之间具有协调工作。早期的先
46、驱者已经配备了绩效管理的一部分，但是基本没有部署了所有方面的。知识管理一词经常被提及的商业文章。这听起来像一个组织需要的东西，但这个词有点含糊不清，不提供任何决定改善的方向。与此相反，绩效管理的主要目标是通过产出和结果来作出更好的决定，将会被证明和最终衡量。管理追求的是那求之不得的仙丹改进方案执行管理的最大挑战在于沟通的策略。如果要求描述其组织的战略，大多数员工和管理人员不能充分表达。只有当员工清楚地了解他们的策略，以及知道如何促进其实现，他们才可以有效地实施这一项战略。一种方法和工具，绩效管理解决方案套件，提供了一套完整的机制来弥合CEO的远见和员工的行动商务智能的差距。但是许多组织从改善计
47、划跳转到另一个新的方案希望可以提供一个大而难以捉摸的竞争优势。然而，大多数经理们需要承认，拉动改善一杆很少有很大的改变，特别是长期持续变化的结果。改进的关键是整合和平衡多种改进方法。我们对绩效管理紧密集成的业务改善和管理人员的分析方法已经熟悉了。这些措施包括战略定位，平衡计分卡，成本（包括作业成本管理），预算和预测，和资源能力的要求。这些方法的燃料，如客户关系管理（CRM），供应链管理（SCM），风险管理和人力资本管理（HCM）系统等核心解决方案，以及六西格玛。这是一个相当杂的东西，但它们都结合在一起。最终，组织需要自上而下与自下而上的执行指导。绩效管理是通过这个计划转化为成果来做到的。绩效管
48、理集成到一个单一的决策支持和规划框架的业务和财务信息。并在公共数据库平台，它提供了一个版本的真理，而不是惹恼员工和客户的分散的不一致的数据。简单地说，绩效管理帮助组织了解如何作为一个整体而工作。战略地图的角色和平衡计分卡领导的职责是确定战略方向，并激励人们向这个方向走。然而，高级管理人员是一项挑战，通常通过他们的组织与层叠的策略感到挫折。行政人员和管理顾问称赞平衡计分卡作为新的方法来解决这一挫折。它有助于员工沟通和执行策略，并帮助导航通过调整人与战略的方向。平衡计分卡弥补从业务系统如企业资源计划系统（ERP）和该组织的战略喷涌出的原始数据之间实质性的巨大差距。此外，它通过图形显示仪表之间的实际
49、表现和管理层确定的目标差异来提供及时和视觉的反馈。尽管对平衡计分卡有很多宣传，战略地图之前的计分卡的发展被认为更重要。战略地图使领导层作为一个路标和护栏进行引导服务来激励员工。战略地图运用逻辑思维解释了高层次的原因和后果，帮助管理人员选择最佳的战略目标和配套工程以及行动项目，这将有助于该公司实现这些目标。人们可以把战略地图和记分卡看作类似金融分析师如何依赖资产负债表和损益表来描述一个组织的财务健康。战略地图和平衡计分卡从它的同伴反馈描述一个组织的战略，因此它有日益繁荣的机会。记分卡表达了在传达什么是必须做，每个人的进展如何等衡量的策略。绩效管理是一个反复的过程与常用的由著名质量改善专家爱德华兹戴明提出的计划，实施，检查法（PDCA循环）迭代周期相似，绩效管理也有一个反复循环。将绩效管理想象成一个有三个元素或圆弧的砂轮专注，沟通和协作。该图还显示了如何以事实为基础的管理会计数据和业务数据提供输入到绩效管理轮。战略过程的管理从焦点开始。你永远不会有足够的钱或资源，追逐在这个星球上的每一个机会或市场。你必须认为你是在不断限于稀缺和宝贵的资源和时间，所以重点是关键，战略产生的焦点。在这个重要的第一步高级管理人员的定义，不断调整自己的战略。接下来，通过映射原因及因果关系的战略地图，它定义了战略目标和将实现这些目标的更大影响的行动
