本文選題：績效評價 + 平衡計分卡��； 參考：《遼寧大學(xué)》2014年碩士論文

【摘要】：新時期的企業(yè),在如此競爭激烈的市場中要想創(chuàng)造出輝煌的業(yè)績,首先應(yīng)具備一套先進的管理理念,其次要求管理者將這套理念灌輸?shù)狡髽I(yè)中,根據(jù)企業(yè)實際情況,有針對性地實施。每個企業(yè)都是一個獨立的經(jīng)濟實體,要想將更大的創(chuàng)收作為根本目的,就要求每一發(fā)展階段都要有一個既定目標,為實現(xiàn)這一目標,每個職能部門下到每個團隊中的個人都應(yīng)各盡其職,發(fā)光發(fā)熱。如何來評判每個人的貢獻多少,這就要求企業(yè)擁有成熟的業(yè)績評價體系,一直以來,這都是對企業(yè)管理至關(guān)重要的。 為了能夠幫助蒙古國發(fā)展企業(yè)績效,開拓市場,借助中國實際優(yōu)秀經(jīng)驗,因此針對實際案例,引進這種科學(xué)的績效評價方法,即平衡計分卡,這種評價方法在1990年在美國開始流行,并以迅雷不及掩耳之勢在全球范圍內(nèi)產(chǎn)生巨大影響,在世界上許多著名優(yōu)秀企業(yè)都用這種方法來評價績效,在這個方法中,財務(wù)、內(nèi)部經(jīng)營與完善、客戶信息反饋和企業(yè)自身的學(xué)習(xí)和成長是最關(guān)鍵的步驟,這一系列非財務(wù)指標將彌補從前單一財務(wù)指標的不足,針對企業(yè)戰(zhàn)略目標,制定具體流程,各因素之間互相驅(qū)動,形成戰(zhàn)略與目標之間的雙向改進循環(huán),既為企業(yè)提供了一種創(chuàng)新性的業(yè)績評價體系框架,又針對企業(yè)戰(zhàn)略管理與業(yè)績評價之間的關(guān)系提供了具體思路與方法,成為企業(yè)戰(zhàn)略管理中不可或缺的一部分。 本文通過對國內(nèi)外平衡計分卡發(fā)展的研究,以某汽車銷售服務(wù)集團為具體個案,針對平衡計分卡的四個評價要素以及具體實施過程詳細分析了相關(guān)理論和在整個過程中應(yīng)遵循的原則,并以此引申到平衡計分卡對蒙古國企業(yè)的發(fā)展有哪些重要借鑒意義,希望平衡計分卡能為蒙古國企業(yè)的戰(zhàn)略管理起到一定的積極作用,提高核心競爭力,增加企業(yè)效益。
[Abstract]:In the new era, in order to create brilliant achievements in such a competitive market, enterprises should first have a set of advanced management concepts, and then require managers to inculcate this idea into the enterprise, according to the actual situation of the enterprise. To implement it in a targeted manner. Each enterprise is an independent economic entity, and in order to make greater income generation a fundamental goal, it is necessary to have a set goal at every stage of development, and to achieve this goal, Individuals from each functional department to each team should do their part and glow. How to judge the contribution of each person, which requires that the enterprise has a mature performance evaluation system, which has always been crucial to the management of the enterprise. In order to help Mongolia develop its enterprise performance and develop its market, and with the help of China's practical excellent experience, this scientific performance evaluation method, namely balanced Scorecard, is introduced to the actual cases. This evaluation method, which became popular in the United States in 1990, has had a tremendous impact on a global scale in a rapid fashion, and has been used by many of the world's leading and outstanding companies to evaluate performance. In this method, finance, Internal management and perfection, customer information feedback and the enterprise's own learning and growth are the most critical steps. This series of non-financial indicators will make up for the shortcomings of the previous single financial index, and formulate specific processes for the strategic objectives of the enterprise. The factors drive each other to form a two-way improvement cycle between strategy and goal, which provides an innovative performance evaluation system framework for enterprises. It also provides specific ideas and methods for the relationship between enterprise strategic management and performance evaluation and becomes an indispensable part of enterprise strategic management. Based on the research on the development of balanced Scorecard at home and abroad, this paper takes an automobile sales and service group as a specific case. According to the four evaluation elements of balanced scorecard and the concrete implementation process, this paper analyzes in detail the relevant theories and the principles to be followed in the whole process, and then extends the balanced scorecard to the development of Mongolian enterprises. It is hoped that the balanced scorecard can play a positive role in the strategic management of Mongolian enterprises, improve the core competitiveness and increase the efficiency of the enterprises.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.5;F416.471

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