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1、簽名:導(dǎo)師簽名:日期:年月日萬方數(shù)據(jù)摘要摘要全球經(jīng)濟(jì)一體化的新形勢(shì)下,企業(yè)為謀求更長遠(yuǎn)的發(fā)展逐步向集團(tuán)化邁進(jìn),但相伴而來的各種管理問題日漸浮出水面。國內(nèi)大型集團(tuán)企業(yè)在發(fā)展的近二十年內(nèi),擴(kuò)展迅速,但與國外集團(tuán)企業(yè)尤其是跨國集團(tuán)相比仍存在很大的差距。對(duì)于國內(nèi)大型企業(yè)集團(tuán)而言,大力加強(qiáng)集團(tuán)管控模式的完善與優(yōu)化,建立對(duì)子公司科學(xué)、系統(tǒng)的業(yè)績考核體系,是目前科學(xué)化管理的關(guān)鍵所在。本文從集團(tuán)管控與業(yè)績管理的相關(guān)理論入手,就HS集團(tuán)目前的管控問題、業(yè)績考核現(xiàn)狀進(jìn)行分析,并在分析其利弊的前提之下,結(jié)合公司的管控模式現(xiàn)狀,應(yīng)用平衡計(jì)分卡工具對(duì)HS集團(tuán)給以業(yè)績考核方面的改進(jìn)建議。文章中對(duì)HS集團(tuán)的管
2、控體系分析,主要從公司治理、管控模式的選擇、權(quán)責(zé)體系等方面入手,另外結(jié)合平衡計(jì)分卡理論從考核指標(biāo)的設(shè)計(jì)與績效體系的完整性著手改進(jìn)。將集團(tuán)公司的總體戰(zhàn)略目標(biāo)層層分解,使其與下屬子公司的戰(zhàn)略發(fā)展,乃至子公司各個(gè)部門及崗位的戰(zhàn)略發(fā)展有效地結(jié)合起來,進(jìn)而提升集團(tuán)總體的績效考核質(zhì)量,促進(jìn)企業(yè)的健康發(fā)展。關(guān)鍵詞:管控模式,業(yè)績管理,平衡積分卡I萬方數(shù)據(jù)ABSTRACTAbstractTherapiddevelopmentoftheglobaleconomymakesthelargeconglomeratestobegintotransformtothegroup,whileaccompany
3、ingavarietyofmanagementissueshavesurfaced.ThedevelopmentoflargeconglomeratesexpandsrapidlyinChinafornearlytwentyyears,butthereisabiggapbetweenforeignconglomeratesanddomesticlargeconglomerates,especiallymultinationalgroup.Tothedomesticlargeconglomerates,vigorouslystrengtheningtheintegrityofthe
4、Groupmanagementandoptimizationofcontrolmodelandestablishmentofthesubsidiaryscientificandsystematicperformanceappraisalsystemisthekeytoimprovingcurrentmanagement.Thisarticlestartswiththetheoryofgroupcontrollingandperformancemanagement.AnalyzingthecurrentissuesofHSconglomerateaboutenterprisecon
5、trollingandcurrentsituationofperformanceevaluationwiththesupportofthetheory,andgivingsuggestionsforimprovementwithuseofmanagementandcontrolmodel,thebalancedscorecardandothertoolsunderthepremiseofanalyzingofprosandconsHSconglomerate.ThesesuggestionsaboutmanagementandimprovementforHSconglomerat
6、einthisarticle,areproposedmainlyfromaspectsofcorporategovernance,thechoiceofmanagementandcontrollingmodeandresponsibilitysystemandotheraspects,aswellascombiningthetheoryofbalancedscorecardtoproposesuggestionsfromtheaspectsofthedesigningofperformanceevaluationindexandintegrityofthesystemperfor
7、mance.Bythedecompositionofconglomerate'soverallstrategicobjectivestothesubsidiaries,andthendecomposethesesub-goalsintotheirstrategicgoalsforeachdepartmentbysubsidiariestoeffectivelyimprovethequalityofperformanceappraisalandpromotecontinueddev