managementtoolsdoc56全英文-经营管理(编辑修改稿)

managementtoolsdoc56全英文-经营管理(编辑修改稿)内容摘要：

al performance, operations, innovation, employee performance)。  Establish objectives that support the business’s vision and strategy。  Develop effective measures and meaningful standards, establishing both shortterm milestones and longterm targets。  Ensure panywide acceptance of the measures。  Create appropriate budgeting, tracking, munication, and reward systems。  Collect and analyze performance data and pare actual results to desired performance。  Take action to close unfavorable gaps. Common Uses A Balanced Scorecard is used to:  Clarify or update a business’s strategy。  Link strategic objectives to longterm targets and annual budgets。  Track the key elements of the business strategy。  Incorporate strategic objectives into resource allocation processes。  Facilitate anizational change。  Compare performance of geographically diverse business units。  Increase panywide understanding of the corporate vision and strategy. Selected References Campbell, Andrew. Keep the Engine Humming. Business Quarterly, Summer 1997, pp. 4046. Epstein, Marc, and JeanFran231。 ois Manzoni. Implementing Corporate Strategy: From Tableaux de Bord to Balanced Scorecards. European Management Journal, April 1998, pp. 190203. Kaplan, Robert S., and David P. Norton. Having Trouble with Your Strategy? Then Map It. Harvard Business Review, September 2020. Kaplan, Robert S., and David P. Norton. The Balanced Scorecard: Translating Strategy into Action. Harvard Business School Press, 1996. Kaplan, Robert S., and David P. Norton. Strategic Learning amp。 the Balanced Scorecard. Strategy amp。 Leadership, September/October 1996, pp. 1824. Kaplan, Robert S., and David P. Norton. The StrategyFocused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Harvard Business School Press, 2020. Kaplan, Robert S., and David P. Norton. Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review, January/February 1996. 7 Niven, Paul. Balanced Scorecard StepbyStep: Maximizing Performance and Maintaining Results. John Wiley amp。 Sons, 2020. 3. Benchmarking Related Topics  Best Demonstrated Practices  Competitor Profiles Description Benchmarking improves performance by identifying and applying best demonstrated practices to operations and sales. Managers pare the performance of their products or processes externally to those of petitors and bestin class panies and internally to other operations within their own firms that perform similar activities. The objective of Benchmarking is to find examples of superior performance and to understand the processes and practices driving that performance. Companies then improve their performance by tailoring and incorporating these best practices into their own operationsnot by imitating, but by innovating. Methodology Benchmarking involves the following steps:  Select a product, service, or process to benchmark。  Identify the key performance metrics。  Choose panies or internal areas to benchmark。  Collect data on performance and practices。 8  Analyze the data and identify opportunities for improvement。  Adapt and implement the best practices, setting reasonable goals and ensuring panywide acceptance. Common Uses Companies use Benchmarking to: Improve performance. Benchmarking identifies methods of improving operational efficiency and product design. Understand relative cost position. Benchmarking reveals a pany’s relative cost position and identifies opportunities for improvement. Gain strategic advantage. Benchmarking helps panies focus on capabilities critical to building strategic advantage. Increase the rate of anizational learning. Benchmarking brings new ideas into the pany and facilitates experience sharing. Selected References The American Productivity and Quality Forum. . Bogan, Christopher E., and Michael J. English. Benchmarking for Best Practices: Winning Through Innovative Adaptation. McGrawHill, 1994. Boxwell, Robert J. Benchmarking for Competitive Advantage. McGrawHill, 1994. Camp, Robert C. Business Process Benchmarking: Finding and Implementing Best Practices. Quality Resources, 1995. Coers, Mardi, Chris Gardner, Lisa Higgins, and Cynthia Raybourn. Benchmarking: A Guide for Your Journey to BestPractice Processes. American Productivity amp。 Quality Center, 2020. Czarnecki, Mark T. How to Improve Your Organization’s Performance Through Effective Benchmarking. AMACOM, 1999. Fulmer, Robert M., Philip A. Gibbs, and Marshall Goldsmith. Developing Leaders: How Winning Companies Keep on Winning. Sloan Management Review, Fall 2020, pp. 4959. Harrington, H. James. The Complete Benchmarking Implementation Guide: Total Benchmarking Management. McGrawHill, 1996. Reider, Rob, and Harry R. Reider. Benchmarking Strategies: A Tool for Profit Improvement. John Wiley amp。 9 Sons, 1999. Spendolini, Michael J. The Benchmarking Book, 2nd Edition. AMACOM, 2020. Watson, Gregory H. The Benchmarking Workbook: Adapting Best Practices for Performance Improvement. Productivity Press, 1994. Zairi, Mohamed. Benchmarking for Best Practice: Continuous Learning Through Sustainable Innovation. ButterworthHeinemann, 1998. 4. Change Management Programs Related Topics  Cultural Transformation  Managing Innovation  Organizational Change  Process Redesign Description Change is a necessity for most panies if they are to grow and prosper. However, a recent study found that 70% of change programs fail. Change Management Programs are special processes executives deploy to infuse change initiatives into an anization. These programs involve devising change initiatives,。