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Evaluation Breakout


									Evaluation Breakout
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Teach him to fish than teach him to fish, each firm is its self-rule of
legislators, the book does is complex corporate assessment is carried out
when the breakthrough thinking, given the management of breakthrough
thinking assessment of thinking proposition line. Using this perspective,
combined with the concrete reality of this business, the leader can give
birth within the self-insight, insight that will advance in the
assessment of the business transformation, which may encounter
difficulties and need to seriously consider what proposition, in
advancing the different stages of their key points which should be
focused on. But the Stones from other hills may serve to polish jade. To
those who intended to break through the corporate assessment, polished a
match, drawing pain experienced changes in the business appraisal
experience, so intent assessment breakthrough enterprise, we can avoid a
number of detours, should the significance of the book is it.
On the growth stage of the enterprise, as the organization expanded the
size, management level increases, leaders can no longer micromanager are
perspicacious, previously borne by the owner of an Assessment and
Evaluation of responsibility, had decomposed to the line management of
staff and related functions, the performance of the previous owners
hands-on evaluation models no longer meet the requirements of
organizational size, which requires organizations began to organize from
the personal authority of the rational transition of authority from the
organization to replace the authority of the last boss to evaluate
employees. Once this stage of business development, assessment
breakthrough on naturally occurring endogenous impulse, began to explore
the establishment of both realistic and future-based assessment system.
In this context, the author many years of business management consulting
practice, theoretical sublimation, sum up, given the management of
breakthrough thinking assessment proposition line of thinking, from
carding and optimizing business processes, to target the extraction, to
the post and determination of remuneration. Contents of the book from the
local business line management practices, the book's case, tools, methods
are derived from the actual management, the managers of local enterprises
in China have strong significance.
The book business-oriented high-level managers and human resource
management practitioners.
Extract, and illustrations
Chapter Performance Evaluation in the field of historical debts
First, the reform and opening up of Western management thought began to
enter China
Since reform and opening, China's economy developed rapidly, which theory
of the advantage of having played an important role in guiding. The
development of latecomer advantage is an important content of China's
modernization theory, refers then can draw on the experience and
technology pioneer, pioneer jump off to explore some of the early stages
of modernization, in order to shorten the process of modernization.
From a historical point of view, Japan yes a classic De successful
example, postwar Japan introduce foreign technologies Lai Yi Kaocong
achieve technological progress Er achieving economic growth, studies have
shown that the 20th century, of 60 years, Japan, Tai Yue spend 6 billion
US dollars on Huode the Quan Almost all of the world half a century,
advanced technology, thus saving 2 / 3 of the time and 90% of research
In short, this idea is through the introduction of imitation, direct
digestion and absorption, thus catching up by leaps and bounds.
From the 20th century, late 70s, China started reform and opening up,
following the logic of the advantage of having, through the West, take
full advantage of their comparative advantages, and a near 30 years of
rapid development. In theory the advantage of having, under the influence
for a long time, foreign monks will be chanting, almost Chengliaozhengge
China's mindset, is widely believed that both Jishuyanjiu, or management
Fangfa, as long as the West, and is the immediate Xian Jin's , took over
in positive wrong.
The country was stressed that the introduction of catch up in technology
strategy, emphasizing the introduction of the latest technology, to
achieve leapfrog development, under the influence of such thinking,
business leaders Ye have taken for granted in the most cutting-edge
management model that certainly the most Xian Jin, enterprises should Xue
course school's most advanced, and then many of these enterprises
"most advanced" implementation of a simple theory of the
"used", with its radical transformation of the enterprise.
From today's perspective, this period of internal management reform,
leaving many valuable results, but also on performance review left some
unfortunate history of outstanding loans.
At that time the situation is like a primary school student, suddenly
entered the students in class, knowledge-hungry students to attend
classes and then, but never thought of those who can only learn it step
by step the initial high school curriculum, Wu Fa across the day, though
by rote hard University Road, bearing in mind a few back to answer
questions, but I do not know what it is exactly known, however, if a
little change, will not be answered.
This is because the different business management and technology,
technology has a strong objectivity, and management is a social science,
there is a strong subjective, technology can be advanced or not,
management can only be applied or not, the so-called South Orange North
trifoliate, because of different soil and water, effective management in
the West rules may run into a wall in the East, in the East used to the
ethical culture in the West may find it difficult to understand. If the
uncritical copy, after gulping down on Mian Bude give birth to mere
copycat, Handan toddler deviation. In this round of the west in the
management of Chinese enterprises to explore the pilgrimage had
Process, from this review, performance review will be left some areas of
historical debts. Had any history of outstanding loans in the end? This
from the 20th century, swept the West 80s start with a management
Second, rational management and cultural management
The early 20th century, Taylor made a landmark scientific management
theory, starting out from the Western experience in general management,
into the rational management phase.
Taylor made the production activities of the workers movement analysis,
removal of unnecessary, ineffective action, in order to achieve
efficiency improvements at the community management of this management
theory he called the "Taylor system", as Taylor, the system
focuses on efficiency gains the community is also in control experts
called the Taylor system "efficiency experts."
Later renamed the Taylor system called "scientific management",
is due to a story that was in 1910, we've had a sensational "case of
the eastern rail freight." At that time, the railway company for
higher freight rates, freight price increase public opposition. The case
of public agents is a lawyer named Brandeis, he found a Taylor system of
management experts to help their testimony, the expert was working for
Santa Fe Railway Company as a consultant, a lot of experience on the
railway system, He testified that, when the railway repair shop wasted,
if the U.S. launched Santa Fe Railway have experience can save 300
million U.S. dollars a year, save one million U.S. dollars a day, never
be used to increase shipping costs.
"Every day one million" once widely known through the media.
At that time, Brandeis to this management took a name of "scientific
management." Potential case of the eastern railway, scientific
management, all of a sudden fame. Taylor aware of a popular name for this
new vitality. 1911, that is the case of Eastern Railway after the second
year, Taylor published his most important monographs, the name will be
called "Principles of Scientific Management." Later, after his
death, tombstone carved Chinese characters: the father of scientific
After Taylor, Fayol's general management from theory to Weber's
organization theory, to the post-war system management school, which
occupies the period of the mainstream management theory, together with
Taylor's scientific management, can be classified as rational management
approach, that is that employees are "economic man", to pursue
the maximization of economic benefits, I believe the world hee hee, are
all benefits to, the world Rangrang are all for money, managers only need
to enlighten them with interest, entice money on employee behavior can
lead and control. In the management tools, the rational management model
emphasizes the "digital management", respected by process
standardization, quantitative indicators, system modularity to achieve
efficiency goals.
Those derived from the practice of management theory in line with the
corresponding period of the technical conditions of Western companies and
social and cultural environment, promoting the industrialization process
in the West has played an indelible contribution.
But the so-called extremes meet, to the 20th century, 80's, this rational
management experience a serious challenge.
The challenge comes from Japan and the U.S. administration was
comparative study. Since the 50s from the 20th century, the Japanese
economy very rapidly, from 1950 to 1973, Japan's per capita GDP growth
rate of 5,59 percentage points higher than the United States, therefore,
to the 70's, the U.S. business is increasingly felt the challenge from
Japan The United States miracle amazed the Japanese also fear not
already, under pressure, began to reflect on their reasons for slow
economic development. Thus, in the early 80s, set off an upsurge of
Japan-US Comparative Study of Management.
Through reflection, some American management theorists am obliged to rule
in the American business community long-term rational management model
surgery, thus, there is a cultural management model proposed, a concrete
manifestation of this management model, is based on humanism theory of
corporate culture.
Cultural management point of view of scholars hold the view that people
are not simply "economic man", but has a desire and passion for
"social", management is not only a mechanical decision-making
process, and is contingent organic process, which has a large Innovations
in these acts, the measure has a very strong individual colors can not be
difficult to manage by way of digital control. The so-called "array
and then war, military science often, the use of the wonderful, Bottom of
Heart", that is what it means. Therefore, enterprises should make
full use of purpose, values, behavior and other "soft" elements
of management, by promoting corporate culture, improve staff cohesion and
achieve performance improvement.
From the beginning of the 20th century to 70 years, Western companies,
especially American companies. Rational management has gone on the road
half a century, long-term focus on this, let the people have been
gradually feeling seems to have gone a bit too far, rational management
of almost a "book worship" a synonym for rigid dogma, the lack
of human, make people sick, so when culture management model was
proposed, the U.S. business community as ¾Ãºµ·ê¸ÊÁØ, excited by the
children first see the mountains as the sea, desert oasis caravan finally
beheld that discovered the New World . As a result, the United States
opened a vigorous enterprise of "date Teachers" corporate
reform movement. Throughout the 80's, cultural management are the main
theme of the U.S. administration.
Of course, this boom years of cultural management, but a century of U.S.
corporate governance model waves in a normal ebb and flow. 90 years
later, the West began to appear rational management and the integration
of cultural management trends, to Dr. Hamer's "corporate
restructuring" as the horn, and blew a business process
reengineering of the storm, after experiencing 80 years of "soft
factors "To focus on the cultural management stage, the management
of Western companies began to shift the focus of the traditional"
hard factors. "
Now looking back, the West was in the break away from a rational
management of time constraints, absorbing blend of humanistic thinking
and effective ingredients, I begin to return to the rational and
objective, quickly re-formed the main reason, cultural supplement of the
new pattern.
Hedong three decades, three years, Hexi, feng shui reincarnation, life
was changed, this is commonplace. From the early 20th century, in the
stage of Western management theory, rational management model first sang
a long play, and then offer cultural management stage a short song, then
the second appearance Dress rational management model, this is for the
West Enterprise tailored scripts, but it happened to cultural management
positive singing in the spotlight when a piece of paper in the management
of Chinese enterprises like the door into the theater, began to observe
and learn in the next stage, at first glance Bianba 80 of this swept the
Western cultural revolution saw the eyes of management.
Students into the college classroom, although I do not understand, but
very neatly immediately began Zhaomaohuahu imitation, which would have
nothing, can be fatal, in the very long period of time, the students did
not realize he was a primary school.
Third, gulping down hot cultural management
A country, the overall management model adopted, the international trend
can learn from, but the real decisive role in the management of their
social and cultural environment and situation, In other words, is to be
based on national conditions.
In the management of enterprises when there is a principle called up for
what we lack, what test what difference, that is, the staff which have
not done enough, this is just another business needs, then we must assess
whether this regard, guide the improvement of this lack of staff. The
only way to achieve the cumulative improve organizational performance.
There is also a principle that should be gradual and asked not to be too
high, to gradually increase. Therefore, Haier took office in 1985, when
Zhang arrived, despite poor quality factory is facing many problems, he
was first prohibited in the shop only from the toilet, things are not
allowed to take home the factory to work on time on the basic requested
start, then gradually increase the demands, until now has been used to
staff the "completion date on things, on clear days high."
... ...

Chapter Performance Evaluation in the field of historical debts
First, the reform and opening up of Western management thought began to
enter China
Second, rational management and cultural management
Third, gulping down hot cultural management
Fourth, the cornerstone of a rational management, cultural management
5, as the body, Western learning for
6, the steps to establish performance appraisal system
Chapter II examination from experience to the task-based management by
1, "input-output method"
Second, the advent of scientific management thought the experience of
Third, the establishment of scientific management ideas
Fourth, management assessment
5, evaluation as a management process
6, task-based assessment
VII Summary
Chapter III of the carding and optimizing business processes
First, the process for assessing the Breakthrough of the entering point
II objective of carding process
Third, the process sort of a complete cycle
Fourth, the value chain, processes, activities, key points, the template
5, process optimization, starting from the key processes
6, carding process, we should pay attention
7, process description method
Chapter IV of the excess capacity assessment
First, task-based assessment of problems encountered
Second, employers started to pay attention to the ability of management
Third, what is the excess capacity
Fourth, how to staff the excess capacity Evaluation
Chapter index and the decomposition of the implementation plan
First, the value of task elements and the fact that elements
Second, indicators of the two cycles
Third, establish cooperation between organizations and employees Game
Fourth, indicators of decomposition
5, indicators should be considered in the problem decomposition
6, composed of indicators and program management process
Chapter status and pay
I. Analysis of roles and positions
Second, the choice of organizational structure
Third, the preparation of job description
Fourth, the value of job order
5, determine the position classification salary program
6, assessment program development and implementation of

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