本文選題：文化企業(yè) + 戰(zhàn)略管理�。� 參考：《石家莊經(jīng)濟(jì)學(xué)院》2012年碩士論文

【摘要】：企業(yè)是為了實(shí)現(xiàn)一定的經(jīng)濟(jì)目標(biāo)而存在的經(jīng)濟(jì)實(shí)體，為了衡量其戰(zhàn)略目標(biāo)的實(shí)現(xiàn)程度以及組織內(nèi)各部門、團(tuán)隊(duì)、個人對組織目標(biāo)實(shí)現(xiàn)的貢獻(xiàn)程度，判斷組織各項(xiàng)活動對實(shí)現(xiàn)其目標(biāo)的有效性，都離不開一系列的評價活動。隨著科學(xué)信息技術(shù)的高速發(fā)展，企業(yè)的組織結(jié)構(gòu)、管理模式、顧客需求、競爭環(huán)境等都在發(fā)生深刻的變化，企業(yè)的競爭已不再是數(shù)量和成本的競爭，而是以顧客為中心，建立在以產(chǎn)品質(zhì)量、技術(shù)創(chuàng)新和人才等方面為基礎(chǔ)的競爭，企業(yè)已經(jīng)進(jìn)入追求長期利益最大化戰(zhàn)略經(jīng)營時代。在我國，隨著市場經(jīng)濟(jì)的發(fā)展，企業(yè)經(jīng)營權(quán)與管理權(quán)分離的現(xiàn)象越來越普遍，如何準(zhǔn)確有效地評價企業(yè)管理人員所取得的成果及其向投資者提供的投資盈利，使經(jīng)營者所獲得的報(bào)酬與其實(shí)際所取得的績效掛鉤，以達(dá)到對經(jīng)營者的行之有效的激勵和約束，降低委托代理成本，解決企業(yè)內(nèi)部人員控制問題，提高企業(yè)經(jīng)濟(jì)運(yùn)作速率的目的就成為現(xiàn)代經(jīng)濟(jì)學(xué)、管理學(xué)理論與實(shí)踐中的一個亟待解決的問題，如何將企業(yè)戰(zhàn)略與績效評價聯(lián)系起來，幫助企業(yè)更好的實(shí)現(xiàn)戰(zhàn)略發(fā)展目標(biāo)，是我國企業(yè)急需解決的問題。 隨著社會經(jīng)濟(jì)全球化的發(fā)展，文化領(lǐng)域不斷有新信息新技術(shù)的加入，文化產(chǎn)業(yè)成為新的經(jīng)濟(jì)增長點(diǎn)迅速發(fā)展，而且在社會經(jīng)濟(jì)中的比重越來越大。隨著文化產(chǎn)業(yè)的不斷發(fā)展，它已經(jīng)成為美國、德國、韓國、日本等一些發(fā)達(dá)國家的發(fā)展國民經(jīng)濟(jì)的支柱產(chǎn)業(yè)。自改革開放以來，我國的經(jīng)濟(jì)有著良好的發(fā)展態(tài)勢，我國的產(chǎn)業(yè)結(jié)構(gòu)和以前相比有了重大的調(diào)整，綜合國力也有了大幅度的提成，產(chǎn)業(yè)結(jié)構(gòu)重大調(diào)整，，這些都有力地推動了我國文化產(chǎn)業(yè)的發(fā)展。當(dāng)前，北京、上海、廣東、湖南、河北等地紛紛制定規(guī)劃，出臺政策，大力發(fā)展文化產(chǎn)業(yè)。如何抓住機(jī)遇、迎接挑戰(zhàn)，制定和實(shí)施文化企業(yè)發(fā)展戰(zhàn)略，提升文化企業(yè)的市場競爭力，是亟待研究解決的課題。 本文應(yīng)用戰(zhàn)略管理、戰(zhàn)略人力資源管理、績效管理、綜合評價等理論和方法，運(yùn)用理論研究與案例分析相結(jié)合、定量分析與定性分析相結(jié)合的方法，在分析了績效評價在文化企業(yè)戰(zhàn)略目標(biāo)實(shí)現(xiàn)過程中的作用的基礎(chǔ)上，構(gòu)建了文化企業(yè)戰(zhàn)略績效評價體系。最后以河北省某文化企業(yè)為背景，研究了文化企業(yè)戰(zhàn)略績效評價體系模型的實(shí)現(xiàn)辦法，為文化企業(yè)戰(zhàn)略績效評價的應(yīng)用提供了實(shí)踐支持。
[Abstract]:Enterprises are economic entities that exist to achieve certain economic goals. In order to measure the degree of realization of their strategic objectives and the contribution of various departments, teams and individuals in the organization to the realization of organizational goals, Judging the effectiveness of organizational activities to achieve its objectives is inseparable from a series of evaluation activities. With the rapid development of scientific information technology, the organizational structure, management mode, customer demand and competitive environment of enterprises are all undergoing profound changes. The competition of enterprises is no longer the competition of quantity and cost, but is customer-centered. Based on the competition of product quality, technological innovation and talents, enterprises have entered the era of pursuing long-term profit maximization strategy. In our country, with the development of market economy, the separation of management power and management power is becoming more and more common. How to accurately and effectively evaluate the achievements of enterprise managers and the investment profits provided to investors, In order to achieve the effective incentive and restriction to the operator, reduce the cost of principal-agent and solve the problem of internal control of the enterprise, the remuneration obtained by the operator is linked to the actual performance obtained by the operator, so as to achieve the effective incentive and restraint to the operator, The purpose of improving the economic operation rate of enterprises has become a problem to be solved urgently in modern economics, management theory and practice. How to link enterprise strategy with performance evaluation to help enterprises achieve their strategic development goals better? Is our country enterprise urgent need to solve the problem. With the development of social and economic globalization and the entry of new information and new technology in the field of culture, the cultural industry has become a new economic growth point, and the proportion in the social economy is increasing. With the continuous development of cultural industry, it has become the pillar industry of the development of national economy in some developed countries such as the United States, Germany, South Korea, Japan and so on. Since the beginning of reform and opening up, China's economy has had a good development trend, the industrial structure of our country has been greatly adjusted compared with the previous ones, the overall national strength has also been substantially increased, and the industrial structure has been greatly adjusted. These have promoted the development of cultural industry of our country powerfully. At present, Beijing, Shanghai, Guangdong, Hunan, Hebei and other places have formulated plans and policies to vigorously develop cultural industries. How to seize the opportunities, meet the challenges, formulate and implement the development strategy of cultural enterprises, and promote the market competitiveness of cultural enterprises, is an urgent task to be solved. This paper applies the theories and methods of strategic management, strategic human resource management, performance management, comprehensive evaluation, and applies the methods of combining theoretical research with case analysis, quantitative analysis and qualitative analysis. Based on the analysis of the role of performance evaluation in the process of realizing the strategic objectives of cultural enterprises, a strategic performance evaluation system of cultural enterprises is constructed. Finally, taking a cultural enterprise in Hebei province as the background, this paper studies the realization method of the strategic performance evaluation system model of the cultural enterprise, which provides practical support for the application of the strategic performance evaluation of the cultural enterprise.
【學(xué)位授予單位】：石家莊經(jīng)濟(jì)學(xué)院
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F272.9;G124

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