银行平衡计分卡绩效管理英文文献及翻译 第3页
通过业务流程分析、岗位职责梳理，不仅有助于内部流程文度的考核，而且可以在此基础上开展各项业务的作业成本分析和价值分析，进而根据分析结果，结合平衡计分卡的理论框架，来确立不同层面的关键成功因素、衡量标准，厘清业务流程间的驱动关系。此外，作为绩效管理的配套制度，员工行为规范、薪酬和奖励制度、职务任免制度以及培训制度等内部制度对平衡计分卡的正常实施也起着相当关键的作用，需要一并理顺。
7、要充分认识企业文化的支持作用，形成平衡计分卡项目和企业文化建设的良性互动关系。
实施平衡计分卡是一项需要管理层、各部门、各分支行、团队和个人充分参与的工程，只有各个层次对银行的整体战略、局部策略和阶段性策略充分认同，才能保证平衡计分卡的顺利实施。企业文化能够赋予群体共同的企业精神，使员工形成较为一致的价值取向，优良的企业文化能够提高企业的凝聚力，增强员工的自豪感和对企业战略的认同感，有利于考核制度的实施。因此，要充分认识到企业文化对平衡计分卡实施的支持作用。
同时，通过平衡计分卡的实施，通过各个层次对战略目标、策略目标、具体考核指标、考核标准的深度沟通、分解落实，能够为银行内部提供一个不可多得的沟通平台，因此，也要使平衡计分卡项目的实施成为进一步构建企业文化的过程，从而形成平衡计分卡考核和企业文化建设的良性互动关系。
8、平衡计分卡项目要取得成功，贵在坚定地执行。
在农业银行实施平衡计分卡项目是一件复杂的工程，尤其在实施的初期，面临着确定战略愿景、梳理各层面的岗位职责和工作目标、分解各层面的关键考核指标、采集业绩数据、建设信息系统等复杂的、甚至困难的工作，对管理层来说，必须认准方向，迎难而上，保持战略决心，坚定地执行下去。在环球金融服务公司的案例中，评价标准原文请找腾讯752018766辣\文^论~文-网
http://www.751com.cn 项目失败的重要因素。我们的农业银行必须充分吸取环球金融服务公司的教训。
犹豫和骑墙乃兵家大忌。所谓坚定的执行，其实有两个层次的内涵：一是在设定战略目标时要高瞻远瞩，找准方向，为后续的执行找到一个坚固的立足点，只有高瞻远瞩、深思熟虑的战略，才是无法轻易撼动的战略；二是一旦找准了方向，就要坚持执行不动摇。
很多时候，殊途可以同归，不同的路径、方法，其实都可以到达同样成功的彼岸，关键在于坚持执行不动摇。犹豫和骑墙，将会导致战略的偏移，打乱路径和方向，让整个组织无所适从，带来最大的组织危害。
Agricultural Bank BSC in the successful application of a number of elements
"Can not be measured, can not be managed," This is Professor Robert Kaplan • "The Balanced Scorecard: A revolutionary assessment and management systems, "the opening chapter of a book first sentence.”What you want, you have to measure what," This is one of the many management master's earnest truth. Along with the Agricultural Bank of scale and increasingly complex business, the market competition is becoming increasingly fierce, and organizational changes in the reform, how will the bank's overall strategy to effectively reach all business lines, conduction of the branches, and each branch staff become an extremely important and very difficult task. Faced with this challenge, in recent years, the Agricultural Bank have introduced the Balanced Scorecard management tool.
Balanced Scorecard theory is not complicated, it from the financial, customers, internal processes, learning and growth in four dimensions for performance evaluation Breakthrough performance evaluation of the traditional heavy financial light non-financial aspects, the short-term performance of light weight long-term performance, Light re-evaluation of the results of the evaluation process defects, and through performance evaluation tools to build a corporate strategy decomposition, conduction, management mechanisms, so as to achieve strategic and tactical, financial and non-financial, process and results of the internal and external, short - and long-term balance, which is a strong performance evaluation and strategic management tool.
However, the BSC does not constitute a panacea and that its successful application is no easy task either. Balanced Scorecard in Western countries in the creation and use of nearly 20 years, both success stories and failures of the case. Agricultural Bank in the introduction of the Balanced Scorecard management methods in vogue, not only to pursue "huge", but also to pursue "realistic"; Balanced Scorecard in the sound of a hot, it is necessary to use it for sober reflection. This paper attempts to pass a balanced scorecard case of failure, combined with the actual situation in China, Aggregate Balance Scorecard in the Agricultural Bank of China's successful use of a number of basic elements, with a view to enabling the Balanced Scorecard in the Agricultural Bank of China do use "vivid" really play good performance evaluation and strategic management effectiveness.上一页 [1] [2] [3] [4] [5] 下一页
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