平衡計分卡在企業(yè)績效管理中的應用
——以xx電子有限公司為例

12900字


原創(chuàng)畢業(yè)論文，本站獨家提交

摘要 隨著21世紀金融危機與各種競爭的到來,中國公司面臨著史無前例的挑戰(zhàn)。繼續(xù)發(fā)展己經越來越受到重視,公司績效管理已變成當今國內外研討的熱門問題。公司要想獲得成功就必須要應對挑戰(zhàn),變被動為主動,擬定一個明晰的戰(zhàn)略,將其付諸施行。但是怎么有效地擬定和施行公司戰(zhàn)略是中國公司的管理者和領導者面對的一個嚴肅問題?？ㄆ仗m和戴維諾頓提出的平衡計分卡面世以來,經過不斷的發(fā)展開拓,它己經變成履行公司戰(zhàn)略目標和履行績效評價的有力體系,也逐步得到許多中國公司的重視。雖然中國許多公司現已或許正在企圖運用平衡計分卡作為績效評價體系,但根據中國許多公司對績效評價及平衡計分卡缺少理論基礎、公司本身的管理水平有限、不能將其交融變成一體等致使了平衡計分卡施行作用欠佳。本論文以亨通電子有限公司為研討主體,以推進中小制作公司績效評價為意圖,在總結中外專家們研討成果的基礎上,根據平衡計分卡挑選關鍵績效評價指標,建立中小公司的績效評價指標系統,并對亨通電子有限公司的運營管理成績進行根據平衡計分卡績效評價與傳統績效評價的對比。最終提出了在施行根據平衡計分卡的績效評價時大概留意的事項。在供應鏈上并非出于主導地位的中小型制作公司怎樣加強公司績效管理是一個具有應戰(zhàn)性的課題,這篇文章旨在通過亨通電子有限公司的事例研究,能為中小型制作公司供給一個根據平衡計分卡的公司績效評價的體系,幫助中小公司內部落實與執(zhí)行公司戰(zhàn)略,并提升公司績效,可以更積極的應對來自外界的應戰(zhàn),從各個方面改動本身劣勢,使中小公司可以獲得愈加久遠的發(fā)展。
關鍵詞 平衡計分卡；績效管理；途徑


Application of Balanced Scorecard in enterprise performance management
——Take Danyang Hengtong electronic Company as an example
Abstract Due to the financial crisis and a variety of competitions in 21st century, companies in China are facing an unprecedented challenge. The sustainable development has been paid more attention to and corporate performance management, at present, has become a hot issue in domestic and international seminars. Wanting to be successful, companies have to deal with challenge and change from passivism to activism. Meanwhile, clear strategies need to be developed and put into effect. But it is a serious problem for China 's managers and leaders that how corporate strategies are effectively formulated and implemented. Since the Balanced Scorecard was proposed by Kaplan and Dayton, it had been a powerful system to fulfill the company's strategic goals and performance eva luation through constant development. Now, companies in China has pay more attention to it. Many Chinese companies perhaps attempt to use the as performance eva luation system, but many companies lack the theoretical basis of Balanced Scorecard performance eva luation and , the management ability is limited, and do not turn the theory into their own knowledge, which limit the effect of Balanced Scorecard. In this thesis, Prosper Electronics Co., Ltd. is the main study body to advance the performance eva luation of small and medium-sized production company. On the basis of summarizing the the results of domestic and foreign experts, the paper proclaims the establishment of performance eva luation system of small and medium-sized companies according to the selection of the Balanced Scorecard key performance eva luation index. In the meantime, contrasting the Balanced Scorecard performance eva luation with the traditional performance eva luation on Prosper Electronics’s operational management achievements, the paper ultimately raises matters noted during the implementation of the BSC performance eva luation. It is a challenge subject for small and medium-sized companies, out of the dominant position in the supply chains, to how to strengthen corporate performance management. The paper aims to supply small and medium-sized companies with a system of Balanced Scorecard performance eva luation through studying the case of Prosper Electronics Co., Ltd., to help them determine and implement internal corporate strategies and enhance company's performance. These companies can response the fight more positively from outside, change disadvantages from all aspects and get even more distant development.
Keywords Balanced Scorecard ; performance management ; way


目錄
引言 1
第一章 平衡計分卡與績效管理的概述 1
1.1平衡計分卡的概述 1
1.1.1平衡計分卡產生背景 1
1.1.2平衡計分卡主要內容與核心思想 2
1.2績效管理的概述 3
1.2.1績效管理的涵義 3
1.2.2績效管理在企業(yè)中的作用 4
1.3平衡計分卡與績效管理的關系 4
1.3.1平衡計分卡是連接企業(yè)戰(zhàn)略與績效管理系統的有效工具 4
1.3.2平衡計分卡促進了企業(yè)戰(zhàn)略績效評價 4
1.3.3平衡計分卡確立了戰(zhàn)略純凈指標體系的框架 5
第二章 亨通公司簡介及應用平衡計分卡現狀 5
2.1亨通公司概況 5
2.1.1公司簡介 5
2.1.2公司組織結構 5
2.2公司應用平衡計分卡現狀 6
2.2.1績效評價指標 6
2.2.2績效評價的對象和周期 6
2.2.3績效評價結果的應用 7
第三章 亨通公司運用平衡計分卡進行績效管理存在的問題及原因分析 7
3.1平衡計分卡對企業(yè)績效管理中所存在問題 7
3.1.1揭示企業(yè)績效管理系統與發(fā)展戰(zhàn)略脫節(jié)問題 7
3.1.2績效評價中..