本文選題：流程管理　切入點(diǎn)：流程績(jī)效評(píng)價(jià)　出處：《哈爾濱商業(yè)大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著經(jīng)濟(jì)和社會(huì)的發(fā)展,各行各業(yè)都面臨著競(jìng)爭(zhēng)壓力增大、服務(wù)水平提升等問題,改善管理模式,提升企業(yè)績(jī)效越來越成為企業(yè)管理者所關(guān)注的問題。流程管理理論自20世紀(jì)90年代產(chǎn)生后,就成為理論研究和企業(yè)實(shí)踐領(lǐng)域的前衛(wèi)理論。流程的績(jī)效評(píng)價(jià)理論作為流程管理理論當(dāng)中的重要組成部分,已經(jīng)越來越引起了企業(yè)管理研究領(lǐng)域的重視。論文在對(duì)相關(guān)文獻(xiàn)的回顧和梳理中,發(fā)現(xiàn)學(xué)者對(duì)流程績(jī)效評(píng)價(jià)體系設(shè)計(jì)存在諸多不足和缺陷,特別是在對(duì)流程績(jī)效進(jìn)行評(píng)價(jià)時(shí),評(píng)價(jià)視角單一,評(píng)價(jià)更加傾向于企業(yè)的微觀層面,這就使流程無法站在企業(yè)更高層面上進(jìn)行評(píng)判,使流程難以適應(yīng)現(xiàn)階段的發(fā)展需求,正式基于這種現(xiàn)狀論文提出了一種全新的服務(wù)企業(yè)業(yè)務(wù)流程績(jī)效評(píng)價(jià)視角——戰(zhàn)略視角,以對(duì)該領(lǐng)域研究進(jìn)行補(bǔ)充完善。研究過程中,首先對(duì)流程管理和績(jī)效管理的相關(guān)理論進(jìn)行回顧和梳理,從而為服務(wù)企業(yè)業(yè)務(wù)流程績(jī)效評(píng)價(jià)體系設(shè)計(jì)奠定理論基礎(chǔ);其次,系統(tǒng)地分析以往文獻(xiàn)中關(guān)于流程績(jī)效評(píng)價(jià)指標(biāo)選擇的不足,繼而提出了從流程的戰(zhàn)略評(píng)價(jià)視角評(píng)價(jià)流程績(jī)效,并且基于該戰(zhàn)略視角下結(jié)合服務(wù)企業(yè)業(yè)務(wù)流程特征設(shè)計(jì)出了相應(yīng)的評(píng)價(jià)指標(biāo)、評(píng)價(jià)方法和評(píng)價(jià)指標(biāo)權(quán)重分配根據(jù),以此為依據(jù)建立服務(wù)企業(yè)業(yè)務(wù)流程績(jī)效評(píng)價(jià)指標(biāo)體系。然后,以所設(shè)計(jì)的流程績(jī)效評(píng)價(jià)指標(biāo)體系為基礎(chǔ),在此基礎(chǔ)上運(yùn)用數(shù)學(xué)計(jì)量研究方法、定性與定量分析相結(jié)合、理論研究與實(shí)證分析相結(jié)合的研究方法對(duì)所設(shè)計(jì)的流程績(jī)效評(píng)價(jià)體系進(jìn)行建模和定量運(yùn)算,構(gòu)建服務(wù)企業(yè)業(yè)務(wù)流程績(jī)效評(píng)價(jià)體系的實(shí)現(xiàn)模型。最后,將國(guó)內(nèi)某大型通信公司作為實(shí)證企業(yè),選取該企業(yè)的核心流程之一——客戶電路開通服務(wù)業(yè)務(wù)流程進(jìn)行應(yīng)用評(píng)價(jià),從而獲取該業(yè)務(wù)流程的績(jī)效評(píng)價(jià)結(jié)果,進(jìn)而提出改進(jìn)流程的對(duì)策和建議。
[Abstract]:With the development of economy and society, all kinds of industries are faced with the problems of increasing competitive pressure, improving service level, and improving the management mode. Since 1990s, the theory of process management has come into being. Process performance evaluation theory is an important part of process management theory. More and more attention has been paid to the field of enterprise management research. In reviewing and combing the relevant literature, it is found that there are many deficiencies and defects in the design of process performance evaluation system, especially in the evaluation of process performance. The evaluation angle is single, the evaluation is more inclined to the microcosmic level of the enterprise, which makes the process unable to judge on the higher level of the enterprise, making the process difficult to adapt to the development demand of the present stage. Based on this status quo, this paper puts forward a new perspective of business process performance evaluation of service enterprises-strategic perspective, in order to supplement and perfect the research in this field. Firstly, the related theories of process management and performance management are reviewed and combed to lay a theoretical foundation for the design of service enterprise business process performance evaluation system. This paper systematically analyzes the shortcomings of the previous literature on the selection of process performance evaluation indicators, and then proposes to evaluate process performance from the perspective of process strategic evaluation. And based on the strategic perspective, the corresponding evaluation index, evaluation method and evaluation index weight distribution are designed in combination with the business process characteristics of the service enterprise. Then, the performance evaluation index system of the service enterprise business process is established on the basis of the evaluation index system. On the basis of the process performance evaluation index system designed, the qualitative and quantitative analysis is combined with the mathematical econometric research method. Combining theoretical research with empirical analysis, the design process performance evaluation system is modeled and quantitatively calculated, and the implementation model of service enterprise business process performance evaluation system is constructed. Taking a large domestic communication company as an empirical enterprise, this paper selects one of the core processes of the enterprise, the customer circuit open service business process, to evaluate the application of the business process, and then obtains the results of the performance evaluation of the business process. Then put forward the countermeasures and suggestions to improve the process.
【學(xué)位授予單位】：哈爾濱商業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F626

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