老外的一份绩效管理讲义，200多页，希望对大家有用.ppt

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * 6 Open-loop system, controlled by a closed-loop system. Discuss normal direction of model, and fact that design of a control or improvement measurement system requires that we design in a reverse flow. Also note that the measurement and evaluation tools and techniques are developed last. We want this step last because we’re interested in controlling and improving the organization; not on selecting a measurement system. Selecting a measurement system too early could drive us to a set of measures that don’t match our business needs. * * * 4 Common Practice - review of status of measurement systems in many organizations... * 5 Discuss measurement issues above. 1. Need to measure - measurement is essential to control. We cannot control a system if we cannot gain visibility. 2. Measures must be selected carefully. You get what you measure. When a measurement system is developed, the team must consider how the measures will affect performance. Are we measuring the right things? Will the measure have unintended effects because the organization tries to maximize that measure in the absence of others, i.e., we actually hoped for improvement in another actegory but did not define or measure it? How are we using the measures? 3. How do we know we’re measuring the right things? Measurement the correct things means that we understand the organization. How did we get this understanding? A detailed analysis of the organization must be performed to determine how it functions, what are its products, what are its inputs and outputs, and what’s important to the stakeholders: shareholders, employees, management, customers, and suppliers. Only then can we claim that we can develop a measurement system that accurately reflect the organization. * * * * * * * * * * * * * * * * * 11 Discuss the balanced sco