發(fā)布時(shí)間：2018-04-28 11:10

  本文選題：績(jī)效管理 + 戰(zhàn)略地圖　； 參考：《西南交通大學(xué)》2013年碩士論文

【摘要】：國(guó)內(nèi)一流的網(wǎng)絡(luò)設(shè)備生產(chǎn)廠商T公司成立于1999年,一直致力于中國(guó)網(wǎng)絡(luò)產(chǎn)業(yè)的發(fā)展,已逐漸成為家喻戶曉的品牌。但T公司在行業(yè)內(nèi)占據(jù)的市場(chǎng)份額并不可觀,加之在經(jīng)濟(jì)全球化背景下,隨著網(wǎng)絡(luò)廠商海外市場(chǎng)的不斷擴(kuò)張,競(jìng)爭(zhēng)手段的日益多元化,經(jīng)濟(jì)步伐的持續(xù)加快,在這種激烈競(jìng)爭(zhēng)加劇的形勢(shì)下,企業(yè)的生存開(kāi)始面臨嚴(yán)峻的挑戰(zhàn),如果3年內(nèi)達(dá)不到既定的目標(biāo),市場(chǎng)上就恐難有T公司的一席之地,但是T公司現(xiàn)有的能力不足以支撐這個(gè)目標(biāo)的達(dá)成。所以為了加強(qiáng)T公司自身戰(zhàn)略管理能力,團(tuán)結(jié)協(xié)作能力,市場(chǎng)競(jìng)爭(zhēng)能力,一套科學(xué)的、高效的、合理的戰(zhàn)略制定和執(zhí)行工具就顯得尤為重要。平衡計(jì)分卡的出現(xiàn)提供了將戰(zhàn)略轉(zhuǎn)化為作業(yè)項(xiàng)目的管理模式。平衡計(jì)分卡就是分解戰(zhàn)略、評(píng)估戰(zhàn)略和圍繞戰(zhàn)略協(xié)同。從企業(yè)的總體戰(zhàn)略出發(fā),圍繞開(kāi)展組織業(yè)務(wù)和績(jī)效考核,平衡計(jì)分卡的作用和意義也體現(xiàn)在此。 本文主要分為以下幾個(gè)方面：第一章是緒論,主要闡述了本研究課題的背景和意義,介紹論文研究的思路和技術(shù)路線。第二章主要闡述了績(jī)效管理、戰(zhàn)略管理工具平衡計(jì)分卡的相關(guān)理論。第三章對(duì)介紹并分析了了研究對(duì)象T公司,以及T公司實(shí)施平衡計(jì)分卡的可行性和有效性。第四章主要對(duì)T企業(yè)實(shí)施了平衡計(jì)分卡項(xiàng)目,對(duì)公司級(jí)平衡計(jì)分卡進(jìn)行了設(shè)計(jì),包括戰(zhàn)略分析、形成戰(zhàn)略地圖、設(shè)計(jì)平衡計(jì)分卡指標(biāo)、制定目標(biāo)值、制定行動(dòng)策略,及分解平衡計(jì)分卡等幾方面進(jìn)行了研究；并以人力資源部為例進(jìn)行戰(zhàn)略目標(biāo)的分解,以及支撐部門目標(biāo)達(dá)成的行動(dòng)策略,和采用個(gè)人績(jī)效承諾考核方式進(jìn)行組織績(jī)效和個(gè)人績(jī)效的統(tǒng)一管理系統(tǒng)。第五章總結(jié)了平衡計(jì)分卡實(shí)踐中相關(guān)問(wèn)題的探討。 通過(guò)總結(jié)平衡計(jì)分卡的理論知識(shí)以及對(duì)企業(yè)的研究實(shí)踐,體現(xiàn)文章的創(chuàng)新之處：研究了平衡計(jì)分卡的內(nèi)容；對(duì)T公司平衡計(jì)分卡的項(xiàng)目實(shí)施從設(shè)計(jì)到應(yīng)用進(jìn)行了全過(guò)程研究,總結(jié)了應(yīng)用平衡計(jì)分卡的基本步驟；并將個(gè)人績(jī)效承諾與平衡計(jì)分卡緊密鏈接,形成了一個(gè)完整的端到端的PBC循環(huán)鏈條,規(guī)避了平衡計(jì)分卡難落地執(zhí)行以及不適用于個(gè)人考核兩方面的弊端。這對(duì)有意向采用平衡計(jì)分卡戰(zhàn)略管理工具的企業(yè)有一定借鑒意義。
[Abstract]:The domestic first-class network equipment manufacturer T Company was founded in 1999, has been committed to the development of China's network industry, has gradually become a household name brand. However, the market share occupied by T Company in the industry is not considerable. In addition, under the background of economic globalization, with the continuous expansion of overseas markets of network manufacturers, the increasingly diversified means of competition, and the continued acceleration of economic pace, In this fierce competition intensified situation, the survival of enterprises began to face severe challenges, if within three years can not achieve the set goals, the market will be difficult to have a place for T Company. But T's existing capabilities are not enough to support this goal. Therefore, in order to strengthen T company's own strategic management ability, solidarity and cooperation ability, market competition ability, a set of scientific, efficient, reasonable strategy making and execution tool is particularly important. The emergence of the balanced scorecard provides a management model that transforms strategy into operational projects. Balanced scorecard is the decomposition of strategy, evaluation of strategy and coordination around strategy. From the overall strategy of the enterprise, the function and significance of balanced scorecard are also reflected in the development of organizational business and performance appraisal. This paper is divided into the following aspects: the first chapter is an introduction, mainly describes the background and significance of this research topic, introduces the research ideas and technical routes. The second chapter mainly elaborated the performance management, the strategic management tool balanced scorecard correlation theory. Chapter three introduces and analyzes the feasibility and effectiveness of T Company and T Company to implement balanced Scorecard. The fourth chapter mainly implements the balanced scorecard project to T enterprise, designs the company level balanced scorecard, including the strategic analysis, forms the strategic map, designs the balanced scorecard index, formulates the target value, formulates the action strategy. And decomposes the balanced scorecard and so on several aspects has carried on the research, and takes the human resources department as an example to carry on the strategic goal decomposition, and supports the department goal to reach the action strategy, And a unified management system for organizational performance and personal performance by means of personal performance commitment assessment. The fifth chapter summarizes the relevant problems in the practice of balanced Scorecard. By summarizing the theoretical knowledge of the balanced scorecard and the research practice of the enterprise, this paper embodies the innovation of the article: the content of the balanced scorecard is studied, and the whole process of the implementation of the balanced scorecard in T company is studied from the design to the application. The basic steps of applying balanced scorecard are summarized, and personal performance commitment and balanced scorecard are closely linked to form a complete end-to-end PBC cycle chain. Avoid the balanced scorecard difficult to land implementation and not applicable to the personal evaluation of the two aspects of the drawbacks. This is intended for the use of balanced scorecard strategic management tools of enterprises have a certain reference.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F632.3;F272.92

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本文編號(hào)：1815029