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Paper代写:Evaluation method of Australian enterprise performance

2017-12-07 | 来源:51due教员组 | 类别:Paper代写范文

下面为大家整理一篇优秀的paper代写范文- Evaluation method of Australian enterprise performance,供大家参考学习,这篇论文讨论了澳大利亚企业绩效的评估方法。企业绩效的综合评估,会受到内部和外部因素的影响。因此不同的市场环境,不同的发展阶段,企业使用的绩效考核方法是不一样的。而澳大利亚评估企业的绩效,一般采用平衡计分卡方法,确定企业的关键指标,实现战略目标,进行持续的后续考核评估,反馈推动企业实现战略目标,确保绩效考核结果的客观,公正。

Australian enterprise performance,澳大利亚企业绩效评估方法,英国论文代写,paper代写,论文代写

Enterprise Performance evaluation method is one of the basic tools for the implementation of the Enterprise Performance Management, its fundamental purpose is the evaluation and control on firm performance, and so to establish interest-oriented mechanism to guide all levels of the enterprise implementation of the established business objectives. .

Conduct a comprehensive evaluation of business performance is well received by the corporate strategic planning, governance structure, quality of personnel, management processes and other internal factors, is also affected by government laws, customers, competition means many external factors. This paper describes the basic methods of the Australian enterprise performance evaluation. With the deepening of China's state-owned assets management system, state-owned assets management department through the improvement of the regulatory measures to control the ways and means to guide the enterprises carrying out state-owned asset management objectives is to further improve the state-owned assets management system content and face urgent task. Understanding of the Australian corporate performance evaluation method in Enterprise Performance Management, Australian experience is worth study and reference. Enterprise Performance evaluation is one of the basic tools for the implementation of the Enterprise Performance Management, its fundamental purpose is the evaluation and control on firm performance, and so to establish interest-oriented mechanism to guide all levels of the enterprise implementation of the established business objectives.

A comprehensive evaluation of enterprise performance is well received by the corporate strategic planning, governance structure, quality of personnel, management processes and other internal factors, but also by government laws, customers, competition means many external factors, so a different market environment, different stages of development, performance evaluation method used by the enterprise is not the same. An Australian corporate performance evaluation of the basic method described Commonly used in the Australian enterprise performance evaluation methods such as Balanced Scorecard, Activity Based Costing (ABC), economic value added method (EVA), quality management, customer value analysis, performance prism method, which is widely used The Balanced Scorecard method. Balanced Scorecard is a performance evaluation method was created in 1990 by Professor Harvard Business School Kaplan and Norton, Professor, is an extensive performance evaluation system, had been "Harvard Business Review" as "the most important management tools, 70% of companies apply this evaluation method in the Fortune 500 and Fortune 1000 companies, 55% of businesses have adopted this method of performance evaluation. Balanced Scorecard analysis of corporate strategy and corporate strategy, financial, customer, process, learning and growth of four aspects of the correlation between and links the evaluation of quantitative indicators and qualitative indicators The two sides of the evaluation, to determine the key indicators of the enterprise to achieve strategic objectives and key indicators to evaluate ongoing follow-up examination, feedback to promote the enterprise to achieve strategic objectives and to ensure the performance evaluation results of an objective, fair. Balanced Scorecard in corporate finance, customer, process, learning to balance and growth of four at the same time, achieve a balance of long-term goals and short-term objectives, the balance of performance reasons, and performance results.

Financial performance evaluation is one of the important elements of the Balanced Scorecard, shows the overall business strategy plans and shareholder expectations on enterprises. Business strategy, financial aspects of indicators generally include: net assets yield rate of return to capital to be occupied, profits, turnover, cash flow and other indicators. Two. Customer side. Under market economy conditions, the customer is the key to the enterprise to win the competition and continue to thrive, managers must seriously consider one, reflecting the expectations of the customers of the enterprise. Customer indicators generally include: target market sales (or market share), customer satisfaction, new customer development rates, customer retention rate. 3. Process aspects. The process is mainly reflected a business should be action to achieve its strategy and achieve its financial and customer objectives. The process is generally some drivers to determine the indicators based on business strategy and value proposition. Such as operations, customer relations, innovation, and regulations. 4. Learning and growth. This is the Balanced Scorecard attraction at the. Learning and growth of enterprise human resource management to a strategic level, from a human perspective to established enterprises to establish long-term development of infrastructure. With people, learning and growth indicators generally include: key employee retention, key managers the ability to improve the implementation of the ERP was assessment of the number of new product ideas. Second, Australia's state-owned enterprises Performance Evaluation Method of Practice Balanced scorecard and corporate strategy linked to the enterprises to determine their own value proposition, a clear development focus, early detection of problems, timely correction control system, and has an important role, the Australian Government on the performance evaluation of state-owned enterprises and enterprises internal performance evaluation of the widespread adoption of the Balanced Scorecard method. (A) the specific practices of the Australian Government to the implementation of performance evaluation and management of state-owned enterprises. In the 1997 Australian Federal Business corporate governance approach "provides a comprehensive standards and guidelines for the evaluation of the performance of state-owned enterprises.

Performance evaluation and management of state-owned enterprises, mainly the implementation of the following processes: A. State-owned enterprises established by the Minister for financial management in accordance with the guiding objective of the enterprise. In order to facilitate the performance of private enterprises, the goal of state-owned enterprises as far as possible consistent with the private sector. Although the goal of each state-owned enterprises or different, but its ultimate goal is to operate in accordance with the world's best corporate. Two. Will be the guiding objectives of the Government's broken down into financial targets and non-financial objectives two to perform.

Financial management of state-owned enterprises, the Minister established the guiding objectives, business management, the target is divided into two parts of the financial and non-financial, and determined according to each enterprise's different every year. General financial objectives include: the shareholders can accept the lowest rate of return, return on assets, weighted average cost. Non-financial objectives are based on state-owned enterprises differences are relatively large, such as "how much mail is the next day sent the evaluation of the Australian post office every day, how many there are benefits to working hours" as the Bar Association evaluation index. 3. The state-owned enterprises on a regular basis take the initiative to the Business Consulting Department report on the implementation of the goals, and then report to the Minister by the business management. General business every six months to provide a first progress report, according to Minister of the requirements of each quarterly reporting of performance evaluation reports. 4. Performance evaluation based on the actual implementation of the relevant objectives of the enterprise. 5 Analysis and the evaluation results and the variable pay linked to fix next year's business goals based on the implementation of the relevant objectives. (B) of the Australian state-owned enterprises, the implementation of the practice of internal performance evaluation. Australia's state-owned enterprises in the performance evaluation accept the Government's Enterprise Management Division at the same time, also use the Balanced Scorecard performance evaluation of the internal management. A. The board of directors of state-owned enterprises on an annual basis the guiding objectives of the Enterprise Management Department, combined with their own strategy, value, location and operational status, the development of the performance goals of the enterprise. Two. Decomposition of performance targets, set the Balanced Scorecard's four strategic performance goals. Performance goals step by step implementation of the units and individuals at all levels within the organization. 4. The balanced scorecard and floating remuneration linked. 5 The application of balanced scorecard software systems, regular reporting of performance results and analysis based on the evaluation strategy to be adjusted accordingly, and then repeat the above procedure. Balanced Scorecard in a clear corporate strategy to ensure that the outstanding performance of the corporate strategy implementation, many Australian companies, utilities and government agencies use the Balanced Scorecard to evaluate.

It is understood that the Australian Centre, the link Fund Westpack Bank, Australia Financial Management, Enterprise Management Department units are the use of Balanced Scorecard Performance Evaluation and Management, and has made a more successful experience. (C) of the Balanced Scorecard method of application of the pros and cons analysis. Implementation of the Balanced Scorecard from Australia, the actual situation, the Balanced Scorecard has obvious advantages compared to other performance evaluation methods: First, the balanced scorecard can help companies to strategic business objectives to tactical conversion into a series of action programs, implementation of the strategic management tools help to overcome the traditional enterprise performance evaluation method of performance evaluation and implementation of the strategy out of line, business goals and personal, departmental action divorced from insufficient; achieve the financial indicators and non-financial indicators organic combination of quantitative indicators and qualitative indicators, will help the enterprises starting from the main factors to achieve strategic business objectives, a comprehensive evaluation of business performance, to overcome the heavy financial indicators in the traditional enterprise performance evaluation method, light non-financial indicators, heavy internal factors, light of external factors and weighs the drawbacks of the results of measurement, light process control; is to achieve financial, process, customer, learning and growth of close causal chain links of the four levels of indicators, on the one hand, is conducive to the realization of the enterprise at all levels of action and strategic objectives concerted and simultaneous increase in all levels of business or sector performance and their overall business performance, the other hand, a comprehensive evaluation of business performance, and guide enterprises to focus on long-term development, develop a comprehensive competitive strength. Implementation of the Balanced Scorecard from the Australian business practice, the Balanced Scorecard is mainly the following deficiencies: First, the balanced scorecard does not reflect the enterprise to achieve the success of strategic business innovation factors. In today's competitive market environment, the critical success factors of corporate strategy and management is whether the core competitiveness, which in turn depends on the continuous innovation of enterprises. The role of innovation in the BSC has not been given sufficient attention, although reflected in the internal business processes and learning and growth indicators, but not sufficient; Balanced Scorecard Although formed between the four levels of indicators the causal chain, but the link between financial indicators and non-financial indicators is not clear; the difficulty of design and value of non-financial indicators, the reliability of non-financial indicators is difficult to guarantee; the four balanced scorecard implementation on the premise that there must be a scientific and rational, feasible and effective development strategy, the first strategy, then design evaluation, strategic design unscientific, evaluation and implementation of results is not correct, and the enterprise's strategic scientific formulation is very complex.

In addition, the establishment and successful implementation of the Balanced Scorecard system, you also need the support and assurances of the following factors: the determination of senior management, support and participation; enterprises must have a clear strategic objective to eliminate the barriers of functions between the different departments of the enterprise and beyond; corporate strategic management, performance management, with the variable pay linked; supported by effective IT systems, communication, tracking, timely adjustments; upgrading of human resources management to a strategic level. The performance of state-owned enterprises in China to evaluate the implications for the management With the deepening of China's state-owned assets management system, the state-owned assets management department through the improvement of the regulatory measures to control the ways and means to guide the enterprises carrying out state-owned assets management objectives is to further improve the state-owned assets management system content and face urgent task. Understanding of the Australian corporate performance evaluation method, we believe that Australia's experience in corporate performance management, it is worth our careful study and learn from. (A) to carry out the enterprise performance evaluation is to improve the state-owned assets management system. From the practice of the Australian Government to the implementation of performance evaluation of state-owned enterprises under market economy conditions the Government on the management of state assets must be with an effective and feasible means and methods, in order to effectively maintain the ownership of state-owned assets, the effective maintenance of business autonomy. Government, through the implementation of the performance evaluation of state-owned enterprises, one conducive to the establishment of a state-owned assets on behalf of the Government sent to the enterprise performance evaluation system is conducive to the effective implementation of the responsibility for state-owned assets; is conducive to the implementation of the state-owned assets management objectives . Australia's corporate performance management focus on closely integrated with the strategic objectives, the Government may be involved in the preparation of the strategic objectives, and levels of state-owned assets management responsibility.

At present, China's state-owned assets management system remains to be further deepening of the formation of state-owned assets management institutions, to establish a State-owned Assets Supervision and Administration system, just one aspect of a sound state-owned assets management system, to effectively achieve the goal of state-owned assets operation must also be fully use the international advanced management methods and tools, with advanced management tools to enhance the ability and level of state-owned Assets Supervision and Administration. Enterprise Performance evaluation can contribute to state-owned assets supervision and management objectives are closely integrated with the business objectives of state-owned enterprises, promoting the organic combination of timely monitoring and results of operations of the business process metrics, which the enterprises operate independently under the premise of state-owned assets operation goals. (B) to carry out the evaluation of business performance is an effective way to improve the corporate governance structure. Sound corporate governance structure is an inevitable requirement of enterprise development in the modern market economy conditions, but also for management in accordance with the rules of market economy requirements of the state capital. Corporate governance structure is perfect, whether reasonable not only in its organizational structure, the number of board members and structure, but more importantly to have a sound governance mechanisms. Especially in state-owned economy, the state-owned asset management through the improvement of corporate governance structure, to create and optimize the principal-agent management.

Government must put in place effective measures to fair, objective and scientific evaluation commissioned by the state-owned assets on behalf of business performance, and in order to establish an incentive and restraint mechanisms to guide the state-owned assets on behalf of the exercise of the duties of the state-owned assets management and safeguards commissioned to promote the shareholders' representatives and real exercise shareholder responsibilities. Australian Government enterprise performance evaluation as an important means for the implementation of effective management of state-owned enterprises, the establishment of the board of directors must be based on market economy rules require that each state-owned enterprises under the Board of Directors Nomination Committee, Audit Committee and Remuneration Committee.

Accept the Government's performance evaluation at the same time, the Board also organized internal performance evaluation, performance evaluation results to go through the Board of Auditors, and internal personnel selection and pay decisions based on; Financial Management Division based on the results of performance evaluation decided to send Director candidates and pay. (C) the business performance management is an important method of adopting strategic management. Strategy is the direction of the development of enterprises, enterprise performance management objectives and basis; performance management is a specific means of implementation of corporate strategy.

Only two closely combined, the establishment of a strategic performance evaluation management system, enterprise performance management in order to better play its role to guide the development of enterprises in the right direction. Reason why the balanced scorecard favored by large international companies, it is effective in achieving the balance of financial and non-financial objectives, results and the process of balance, the balance of long-term goals and short-term goals, performance management and balanced implementation of the strategy. Many companies in China has established the performance evaluation management system, but most is out of line with the corporate strategy, neither the design of performance evaluation is based on strategic business development planning, there is no combination of the requirements of the implementation of the strategy to the dynamic evaluation at all levels performance, resulting in the vertical up and down the objectives of the internal inconsistencies, between the lateral sector business objectives could not cooperate, and ultimately lead to corporate strategic objectives can not be achieved, performance management does not play its due role.

To this end, we should fully learn the concept of the Balanced Scorecard, Enterprise Performance Management System and strategic objectives are closely combine the development of performance evaluation management system, according to the development of strategic objectives, and performance evaluation management system, corporate strategic objectives an important tool. (D) Performance evaluation should focus on outcome evaluation and process control balance.

The purpose of performance management is to guide the enterprise and various sub-businesses to operate in accordance with established strategic planning, performance management must be in-depth day-to-day business processes and control of the situation, not only in the ex post evaluation of the results of certain operating performance during the more important thing is to run through timely diagnosis and monitoring things, through the performance management system operating characteristics of the enterprises as well as problems and propose solutions. Australian businesses in the implementation of performance management is the overall business strategy clearly passed and broken down every aspect of the enterprise, every employee, and timely evaluation of every aspect of the performance of every employee to play a monitoring, control, correction role, not only the daily operation monitoring means can be used as management, but also as a means of monitoring by the Board of Directors on business management, and provide timely, comprehensive and reliable basis for decision making.

Of corporate performance evaluation now stands after the measurement and evaluation phase in the performance results, not yet play the role of the performance management process control. Variable performance measurement to performance management is the task facing China Enterprise Performance evaluation. (E) enterprise performance evaluation should focus on the balance of the financial indicators and non-financial indicators. The excellent financial results is the most important goals of the business. Financial indicators, enterprises must operate during the operating results of the post to reflect the short-term, and afterwards other limitations, it is difficult to reflect the complex process of competition in the market in the enterprise to achieve long-term fruits of growth factors, such as the skills of employees, internal process improvements degree of customer satisfaction, new product development and production capacity. Do the organic combination of financial indicators and non-financial indicators, on the one hand, affirmed the corporate short-term operating performance, on the other hand, can to some extent, to avoid excessive damage to the short-term behavior of the corporate long-term interests.

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