本文選題：績(jī)效評(píng)價(jià) + 平衡計(jì)分卡�。� 參考：《遼寧大學(xué)》2014年碩士論文

【摘要】：新時(shí)期的企業(yè),在如此競(jìng)爭(zhēng)激烈的市場(chǎng)中要想創(chuàng)造出輝煌的業(yè)績(jī),首先應(yīng)具備一套先進(jìn)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(shí)際情況,有針對(duì)性地實(shí)施。每個(gè)企業(yè)都是一個(gè)獨(dú)立的經(jīng)濟(jì)實(shí)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(gè)既定目標(biāo),為實(shí)現(xiàn)這一目標(biāo),每個(gè)職能部門(mén)下到每個(gè)團(tuán)隊(duì)中的個(gè)人都應(yīng)各盡其職,發(fā)光發(fā)熱。如何來(lái)評(píng)判每個(gè)人的貢獻(xiàn)多少,這就要求企業(yè)擁有成熟的業(yè)績(jī)?cè)u(píng)價(jià)體系,一直以來(lái),這都是對(duì)企業(yè)管理至關(guān)重要的。 為了能夠幫助蒙古國(guó)發(fā)展企業(yè)績(jī)效,開(kāi)拓市場(chǎng),借助中國(guó)實(shí)際優(yōu)秀經(jīng)驗(yàn),因此針對(duì)實(shí)際案例,引進(jìn)這種科學(xué)的績(jī)效評(píng)價(jià)方法,即平衡計(jì)分卡,這種評(píng)價(jià)方法在1990年在美國(guó)開(kāi)始流行,并以迅雷不及掩耳之勢(shì)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(lái)評(píng)價(jià)績(jī)效,在這個(gè)方法中,財(cái)務(wù)、內(nèi)部經(jīng)營(yíng)與完善、客戶(hù)信息反饋和企業(yè)自身的學(xué)習(xí)和成長(zhǎng)是最關(guān)鍵的步驟,這一系列非財(cái)務(wù)指標(biāo)將彌補(bǔ)從前單一財(cái)務(wù)指標(biāo)的不足,針對(duì)企業(yè)戰(zhàn)略目標(biāo),制定具體流程,各因素之間互相驅(qū)動(dòng),形成戰(zhàn)略與目標(biāo)之間的雙向改進(jìn)循環(huán),既為企業(yè)提供了一種創(chuàng)新性的業(yè)績(jī)?cè)u(píng)價(jià)體系框架,又針對(duì)企業(yè)戰(zhàn)略管理與業(yè)績(jī)?cè)u(píng)價(jià)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(guò)對(duì)國(guó)內(nèi)外平衡計(jì)分卡發(fā)展的研究,以某汽車(chē)銷(xiāo)售服務(wù)集團(tuán)為具體個(gè)案,針對(duì)平衡計(jì)分卡的四個(gè)評(píng)價(jià)要素以及具體實(shí)施過(guò)程詳細(xì)分析了相關(guān)理論和在整個(gè)過(guò)程中應(yīng)遵循的原則,并以此引申到平衡計(jì)分卡對(duì)蒙古國(guó)企業(yè)的發(fā)展有哪些重要借鑒意義,希望平衡計(jì)分卡能為蒙古國(guó)企業(yè)的戰(zhàn)略管理起到一定的積極作用,提高核心競(jìng)爭(zhēng)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(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F272.5;F416.471

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