防地产企业应用平衡计分卡构建战略绩效管理体系分析-analysis of building strategic performance management system by applying balanced scorecard in real estate prevention enterprises.docxVIP

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防地产企业应用平衡计分卡构建战略绩效管理体系分析-analysis of building strategic performance management system by applying balanced scorecard in real estate prevention enterprises.docx

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防地产企业应用平衡计分卡构建战略绩效管理体系分析-analysis of building strategic performance management system by applying balanced scorecard in real estate prevention enterprises

ABSTRACTTheachievementsplanningapproachwhichusesfromtherealestateenterprise,atpresentourcountryRealestateEnterprisecommonlyusedmethodhasthegoalcontrollaw,achievementsplanningapproachesandsoonessentialachievementsindicatorsystem.Thegoalcontrollawiswiththeemployeedeterminedtogetherfirstsomekindisadvantageousfortheconsiderationthejobobjective,thencompletestheprogresswiththeemployeeonthejobobjectivetocarryondiscussionsworkachievementsassessmentmethodregularly.Theessentialachievementstarget(KeyPerformanceIndicators,KPI)isstartsbytheenterprisestrategygoal,fromthetopdownwardformulatesalllevelsofeachorganization(unit)certainimportantworkaspectgoalandtheweightgoalachievesthedegreethetarget,formsthegoalandtheindicatorsystem,fromthiscarriesonthemanagementandtheappraisalmethodtotheachievements.But,butthesemethodshow,intherealestateenterprisedoesformulateintheachievementsplanprocessapplicationcondition,istheactualresultwhatkind,whichproblemshas,muststudy.ThisarticletakeahomeRealestatecompanyastheobjectofstudy,observesandanalyzesthequestionwhichandtheinsufficiencyinitsachievementsplanformulationexists,andgivesbyisbalancedtheideabranchcustomsstationdecompositionenterprisestrategy,thusformulatestheachievementsplanprocess.Becausethebilateralagreementdonotdisclosecompanyrealnameandpartmanagementdatareason,whencasebackgroundmaterialintroductiontakeGWCorporationasthename.Intheinvestigationandstudy,wediscoveredthatGWCorporationsachievementsmanagementcoexistenceinthreeaspectsevenquestions.1\Inachievementsmanagementconsciousnessaspect:Theachievementsmanagementhasundertakentheexcessivelymanymanagementfunctions,thereforetheachievementstargetshypothesisareexcessivelymanymeticulous.Lackthescience,systemsunderstandingtotheachievementsmanagementandtheachievementstarget,thedifferentsubsidiarycompanypresentsthebigdifferenceintheachievementsmanagement,becomesthecorporation“thebigunification”barrier.2\Inachievementstargetstructureaspect:Thetargetstructureaspectactuatestherelationsnottobeundefined,l