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1、战略管理、绩效管理与平衡计分卡（Strategic management, performance management and balanced scorecard）Strategic management, performance management, and balanced scorecard Post By:2006-3-20 9:46:00 see only the authorAny kind of professional management can not be separated from the large enterprise system, leaving the
2、 large enterprise system, there is no way to manage. The enterprise has many functions management, including strategic management, marketing management, human resource management, production management, technical management, information management and so on. Each function management is a management
3、activity. Koontz, an American management scientist, argues that management activities have five functions, namely, planning, organizing, employing, leading and controlling. These five functions describe the process of management. If carefully examined, this management process is a very familiar proc
4、ess of management such as PDCA. Strategic management and performance management are no exception. At the same time, strategic management and performance management all look at the enterprise from the angle of the whole enterprise. They all manage the performance of the enterprise. Therefore, strateg
5、ic management and performance management must be integrated.Enterprise management is a systemUnderstanding of enterprises must be from a comprehensive point of view, do not cut it apart. Enterprise is a system, and enterprise management is also a system. We know that the enterprise is the first in a
6、 big macroscopical environment, cannot do without influence of political and economic environment, the enterprises exist in an industry, cannot do without all elements of an industry, such as suppliers, competitors, distributors, consumers etc. In order to adapt to the changeable market environment,
7、 the enterprise must carry on the strategic management. Under the guidance of enterprise strategy, we have to adjust the organizational structure to design our business processes for performance management. At the same time, in order to complete our business process well, enterprises need informatio
8、n system support. In the current era of information technology, enterprise information system seems to be cant do anything left.We outlined a general picture of the enterprise management system. It also shows that strategy plays an important role in enterprise management. At the same time, we also s
9、ee that the enterprise as a management system, the work is based on the strategy of organic combination. In the practice of enterprise management, the system of enterprise management is often separated, forming the barrier of function management and reducing the efficiency of enterprise management s
10、ystem.In such an era of knowledge explosion, we may have such experience. We may have heard of a corporate culture is a master or a learning organization construction of expert speech, it do business as long as the construction of enterprise culture, enterprise as long as there is a learning organiz
11、ation as a tool, the enterprise can sleep without any anxiety. But separating the management system of an enterprise and talking about a management is useless to the enterprise. There is a big gap between the theoretical knowledge of management and the practice of management. In theory, why are ther
12、e many experts in strategic management, marketing management, human resource management, production management? This is because there is such a field of knowledge. For the convenience of research, it is necessary for scholars to study enterprises from different angles. But in the process of applying
13、 these theories to the management practice of enterprises, enterprises have broken the management system of enterprises according to scholars research, and formed various functions management. Drucker said, management is a kind of practice. Its essence is not knowing , but doing it ; its verificatio
14、n is not logic, but achievement; its only authority is achievement. I say here, does not mean that enterprises should not be functional management, but that enterprises can not be separated from the management of view. For example, strategic management, performance management should be throughout th
15、e enterprise management, and should not be regarded as a separate function management. If enterprises look at management in this way, then they will form barriers to function management and damage the management efficiency of enterprises.Strategic management and performance management are by no mean
16、s a matter of a department, but a concern for the whole enterprise. In the unstoppable trend in this book, the trend of science and technology of modern CEO CEO Zhang Mingzheng believes that the three main job: one is able to find a win in the specific opportunities of the strategy; two is to find g
17、ood people to join the team; the three is to establish some measure of performance tools and methods let everyone know the direction of their efforts. That is to say, strategic management, human resource management and performance management are the concerns of CEO. Since CEO is concerned about the
18、work, of course, each functional unit of the enterprise, each business unit needs to pay attention to the work.Since strategy is an indispensable part of enterprise management system, enterprises should pay enough attention to the management of strategy. The enterprise may ask the consultation compa
19、ny to make the strategic management consultation,But what they bring is methods and tools. Who is better than the leaders of enterprises to understand the changes of the market and the operation of the enterprises? It is dangerous to leave strategic management to others. Thats why many companies hav
20、e asked the company to make a strategy, but after doing so, the strategy is not one of the reasons for the implementation.strategic managementWhen it comes to strategic management, everyone will think of the macro environment analysis and strategy with no reality whatever dull as ditch water analysi
21、s and competitor analysis, industry. Always think that the value creation of enterprises is far from strategy.We know that strategic management includes four processes: strategic analysis, strategy formulation, strategy implementation and strategy evaluation. But now there is a misunderstanding and
22、bias. When it comes to strategic management, many enterprises consider it strategic analysis and strategy formulation. Why is there such a misunderstanding? Because the enterprise has such doubts, after the enterprise has formulated the strategy, how can carry out? Such doubts are always difficult t
23、o solve, and strategic management will be difficult to integrate into the day-to-day operations of enterprises. Therefore, the value of strategic creation is also difficult to reflect.What is the formulation of the strategy? Of course it is our guide to action. What is the implementation of the stra
24、tegy? Of course, the corresponding action plan. So we are talking about the implementation of the strategy, including the formulation of the annual plan, the allocation of resources and budget support and so on. But the most difficult thing to master is how to translate from strategy into specific m
25、anagement behavior. What is the strategic assessment? Of course, the assessment is the effect of the implementation of the strategy. But if the enterprise in the will that we developed a strategic plan, and then to the plan implementation, after implementation should be evaluated to make strategic a
26、djustment of the next round of evaluation according to the existing problems after the completion of this is not what we are familiar with the PACA? What is the strategy assessment? Is the strategic performance of the enterprise. Speaking of this, do we feel similar to our performance management?per
27、formance managementWhen it comes to performance management, we first think of performance appraisal. Speaking of assessment, of course, is linked to the salary. Many companies equate performance management with performance appraisal and lose their original meaning.Performance management generally in
28、cludes performance planning, performance planning, performance evaluation, performance evaluation and so on. Its also a PDCA process.The purpose of performance management is to improve and improve the performance of employees, so as to improve and improve the performance of organizations. The purpos
29、e of performance management is not performance evaluation, performance appraisal is only a by-product of performance management, in order to promote better performance. Performance appraisal is a part of performance management, a means of performance management, not an end.China Human Resources Deve
30、lopment Network (www.ChinaHRD.net) conducted a survey on the performance appraisal / management status of Chinese enterprises in 2004. The investigation shows that, from the performance management purposes, 75.9% of the surveyed companies that pay and performance together is the main purpose of the
31、salary management, also is the performance appraisal as the main purpose of performance management. This will lead to the final performance of the enterprise for the pay rather than performance, so that performance management goes astray and undermines the effectiveness of performance management.In
32、addition, enterprises should consider how to make performance management better for the realization of the companys strategic objectives. When we discuss the enterprise management system, we mentioned that enterprises should perform performance management according to strategy. Therefore, strategy i
33、s the starting point of enterprise performance management. From this point of view, the enterprise performance management and strategic management is consistent. Strategic management includes most of the enterprise performance management, from strategy implementation to strategic evaluation, from th
34、e formulation of performance plan to performance evaluation process.Balanced ScorecardAs a management tool, the balanced scorecard has been widely recognized and used. Harvard Business Review was named the past 75 years the most powerful management tool, a 2003 study that around the world by using t
35、he Balanced Scorecard organization ratio: more than 60% of Americas organization to use the Balanced Scorecard; more than 50% of the European Organization for the use of the Balanced Scorecard; Singapore organization more than 70% of the use of the Balanced Scorecard; Australia has more than 40% of
36、the organization to use the Balanced Scorecard in our country; only a few outstanding enterprises in the use of the balanced scorecard.Balanced scorecard founder Kaplan and Norton three classical works, writing in accordance with the order is balanced scorecard, strategy centered organization and st
37、rategy map. From the writing sequence, we can easily find the depth of the study of the balanced scorecard by the two masters.A balanced scorecard as a performance management tool to use, but with the in-depth study, the two masters found that the balanced scorecard is a good strategy execution tool
38、, he will change the strategy into specific business practices, make strategic measurable and manageable.According to the logic of the balanced scorecard, the order of the three books of the two masters should be in sequence: strategy map, balanced scorecard, and strategic central organization. A st
39、rategy map is used to describe the companys strategy. It divides strategy into four perspectives: finance, customers, internal business processes, learning and growth, and represents the logical relationship between four strategic elements. Learning and growth is in order to continuously improve int
40、ernal business processes, improve the internal business processes to meet customer and financial goals, meet the customers goal is to better achieve the companys financial goals. The balanced scorecard is used to decompose and measure the companys strategy, the companys strategy into specific measur
41、es, and to measure the target value, set the relevant responsible person, the allocation of appropriate resources, and make the action plan as the target support. The strategy centric organization is designed to manage strategy and balanced scorecard. Ensure the Balanced Scorecard Used in the daily
42、management process of enterprise, realize the evaluation of strategy and performance evaluation. In a strategy centered organization, enterprises using the Balanced Scorecard as a basic tool to design the corresponding template, on a regular basis to complete the Balanced Scorecard tracking review t
43、o assess the completion of the strategy, and the assessment results and the floating compensation.Using balanced scorecard to realize the integration of strategic management and performance managementThe balanced scorecard is discussed, what each one sticks to his argument, some people think that th
44、e balanced scorecard is a strategic implementation tools, some people think that it is a performance management tool, some people think that is the performance appraisal tool. In a balanced scorecard, a survey on professional website: 18% of people think that the balanced scorecard is a performance
45、evaluation tool; 22% of people think that the balanced scorecard is a performance management tool; 31% of people think that the balanced scorecard is a strategic management tool; 29% of the people think the balanced scorecard is a comprehensive management tool.So what exactly is a balanced scorecard
46、?To clarify this question, first answer two questions: first, what is the strategic management? In the above, we discussed strategic management, performance management and balanced scorecard respectively. Through discussion, we know that strategic management is the companys strategy, in fact, the ma
47、nagement of corporate strategic performance. The second question, what is the purpose of performance management? The purpose of performance management is to improve the level of organizational performance, in order to achieve the strategic objectives of the enterprise services. These two problems il
48、lustrate that strategic management and performance management should be integrated. Strategic management and performance management together is called strategic performance management, including strategic analysis, strategy formulation (strategic review), strategic performance plan, strategic perfor
49、mance evaluation, strategic performance appraisal.How to realize the whole process of strategic performance management? We use the Balanced Scorecard as a tool to implement. So heres the question of what the Balanced Scorecard is. The balanced scorecard is a tool of strategic performance management. We use the strategy map to sort out the companys strategy, make strategic plan for the performance of the balanced scorecard, the design of tracking