8 - Performance Management - international
老外的一份绩效管理英文版
It involves setting clear performance standards, assessБайду номын сангаасng employee performance against these standards, providing feedback, and creating development plans to improve performance
Link rewards to performance
01
Ensure that rewards and incentives are closely linked to individual performance and organizational goals
Recognition programs
Feedback and Recognition
Provide feedback on performance and recognize outstanding achievements
绩效评估-中英文对照
GPSG oalsÖP erformanceÖS uccessHandbook(This page is intentionally blank.)Table of Contents1. Introduction to Performance Management 4Started 62. Getting3. Job Family Compass Guides and Success Factors 67Self-Appraisal4. TheEvaluation 8 5. The8Setting6. Goal7. Workplace Learning and Performance 118. Diversity 119. Evaluating Employees in Supervisory Roles 1212Improvement10.PerformanceSupporting Performance Improvement13IncreasesAnnualMerit11.MonthFollow-ups 13 Six12.toAvoid 14 Things13.Questions 14 Asked14.FrequentlyIntroduction to Performance Management (PM)The performance appraisal process at Lehigh University is designed to be a formal part of the ongoing two-way conversation between the employee and the supervisor. Appraising employee performance is one of the most important job responsibilities associated with the role of supervision. An effective appraisal requires the supervisor to set performance standards and goals, clearly communicate performance expectations, support employees in accomplishing set goals, and evaluate the impact/outcome of employees’ performance. This is referred to as performance management (PM). The supervisor’s role in performance management and in the performance appraisal process is that of a coach.There are three components of the ongoing performance management process:1.Setting expectations (goals and objectives)2.Ongoing tracking and feedback3.Reviewing results.Setting expectations begins when an employee is hired, transferred, or promoted to another position at Lehigh. All classified staff positions at Lehigh have position descriptions (PDs). Managers and supervisors are responsible for providing new employees with their position description. The provisional period of employment (90 days for most staff positions) is the initial opportunity to set expectations and establish goals and objectives. Beyond the provisional period, goals need to be established annually and reviewed and updated as necessary. Individual goals should align with area and University goals. It is good practice to review goals at the mid-year point in the performance management cycle.Staff members are responsible for tracking progress toward established goals and discussing progress with their supervisor. The supervisor’s role is to provide balanced feedback and coach staff to enhance performance. Performance discussions need to occur on a regular basis. Staff members should track progress throughout the year so that the information can be used for the self-appraisal.Reviewing results is the culmination of the performance management cycle. Performance is formally evaluated based on results and outcomes of the established goals documented in the Goals→Performance→Success(GPS) online tool, and discussed by the staff member and the supervisor. This is also the time new goals are established for the next evaluation period.The performance appraisal is the third phase of performance management – reviewing results. It is also the first phase – setting expectations. It is not only to look back over the past year, but more importantly, to look forward to the coming year, to discuss what needs to be accomplished professionally, and how the employee will contribute to the departmental goals. The supervisor and employee should also discuss and identify workplace learning programs necessary to enhance and expand the employee’s skills in order to ensure the completion of departmental goals and the stem’s strategic plan.About GPSIn 2006, the University launched the Performance Management Project. A steering committee comprised of staff representing most University stems, was appointed and designed a newprocess for evaluating staff performance. The new process is called GPS for Goals→Performance→Success.The GPS process is based on job accountabilities and related goals. Key accountabilities were established in the PDs created a few years ago. Goals and objectives established for employees during last year’s process will be included in the evaluation and linked to the key accountabilities. GPS is a process of shared responsibility between the supervisor and the staff member. The GPS online tool displays a workflow that will help guide staff members and supervisors through the process. Quick guides, user guides and online presentations will be available in addition to hands on GPS training sessions.In addition to key job accountabilities, the following aspects are important in the appraisal process:1.Setting Goals and Objectives: The full implementation of GPS in 2008 is heavilydependent on goals established during last year’s appraisal process. In addition toproviding the framework for next year’s appraisal, setting goals and objectives providesthe opportunity for employees to understand how their individual goals link to thestrategic plan for the department and the stem. Goals and objectives established duringthis performance cycle will be reviewed and evaluated in next year’s performanceprocess.2.Self-appraisals have always been a recommended part of the appraisal process but nowthey become even more important. Employees who complete a self-appraisal demonstrate the fourth Core Success Factor: Take ownership for personal learning and development.(See page 5 for more information on success factors.)3.Workplace Learning and Performance was previously referred to as “training anddevelopment” and identifies the resources that aid employees in meeting their job goalsand stretching their job knowledge.Performance management is an ongoing process, not a one-time discussion. A six-month follow-up to the annual appraisal is encouraged, but it is important to monitor performance and provide timely, specific, and balanced feedback when appropriate.Performance planning gives meaning to what people do and it makes their work more interesting. During the Lehigh All-Staff Employment Rewards (LASER) project launched in 2005, Lehigh staff members affirmed that they wanted interesting and engaging work. One planning tool available to managers and supervisors is the performance appraisal process. Performance planning also ensures that we all work toward the same goal. Employees may not understand how their work contributes to achieving the department and stem goals. It is the supervisor’s responsibility to communicate and act as a catalyst so the employee understands his or her role in achieving the institutional goals.Feedback is an integral part of performance management. As mentioned above, feedback needs to be timely, specific, and given frequently. Therefore the performance appraisal should be a review of feedback given throughout the year. Feedback is a motivational tool. When employees are told specifically how they did a good job, it emphasizes the desired level of performance and motivates employees to achieve that same level in other areas of their work. Feedback can also be a motivational tool for the employee who has not been performing at the expected level. Themanager should discuss the current level of performance, the expected level of performance, and ask the employee to develop a plan for achieving the desired level of performance. Feedback on significant and incremental improvement is equally important to the employee’s growth and professional development.“No news is good news” does not apply to the performance management process. When an individual does not receive a performance appraisal, the communicated message is not a positive one. At the onset of the performance appraisal process, the president, provost, vice presidents, and deans communicate that performance appraisals are mandatory for exempt and nonexempt staff. HR tracks the return of performance appraisals and contacts the immediate supervisor and the appropriate dean or vice president when appraisals are not returned. Surprising as it may seem, most individuals would rather learn if their performance is less than satisfactory and why, than to not receive any appraisal.When a supervisor meets with employees regularly to discuss performance and provide feedback and keeps a record of accomplishments, completing the annual performance appraisal should not be an arduous task.Getting StartedWhere to start can be difficult, but there are a number of ways to prepare to evaluate an employee’s performance over the past year. Supervisors should consider reviewing one or more of the following:•Position description•Job Family Compass Guide (can be found on the Campus Portal or obtained from HR)•Employee’s self-appraisal•Notes from meetings with the employee•Feedback from key people with whom the employee interacts regularly (contact HR for suggestions in doing so)•Last year’s performance appraisal which may contain goals for the current performance cycle.Job Family Compass Guides and Success FactorsThe Compass Initiative paved the way for the Performance Management project with the completion of the Job Family Compass Guides. The Job Family Compass Guides provide several tools to aid managers in the performance management process. Managers can refer to the Compass Guide for information on key accountabilities and knowledge, skills, and abilities for the job. Key accountabilities describe what needs to be accomplished in the position. Each Compass Guide includes the Core and Managerial Success Factors as well as Functional Success Factors developed by and for members of the job family. Core and Managerial Success Factors are listed on page 7. Success factors describe how to perform the key accountabilities of the job. The Staff Development Resource Guide provides information for workplace learning and professional development. Job Family Compass Guides are available on the Campus Portal.Core Success Factors: Managerial Success Factors:1.Support Lehigh’s Mission and Goals2.Embrace and Adapt to Change3.Accountability for Work Achievements4.Take Ownership for Personal Learningand Developmentmunicate Effectively6.Demonstrate Creativity and Innovation 1.Build a Community2.Set a Strategic Vision3.Manage and Facilitate Change4.Coach Staff for Excellent Performance5.Foster a Learning Environmentmunicate to Ensure EffectivenessThe Self-AppraisalSelf-appraisals have always been a recommended part of the appraisal process due to the importance of understanding how the employee views his or her performance. The completion of self-appraisals by all employees was a key goal in the 2007 process and is equally important in the 2008 process and beyond. When employees complete self-appraisals, they demonstrate Core Success Factor #3, which states: Take accountability for work achievements. The self-appraisal can easily be accomplished by asking the employee to complete the “Progress and Outcomes” and “Comments” areas on the GPS online tool. Employees may also rate their performance for each key accountability as part of the self-appraisal. Asking employees to list goals and objectives and workplace learning suggestions for the upcoming year allows them the opportunity to express interest in their career development.It is important that employees know what is expected of them and by when. An early start ensures time for employees to complete a self-appraisal, allows time for employees to digest the appraisal prepared by the supervisor, and also allows time for the employee to respond to the appraisal in the “Performance Summary” section on the GPS online tool before returning the completed form to the supervisor. Schedules will vary by stem. Supervisors should consult their stem leadership. A sample schedule follows.Sample departmental schedule:December 8 Start of performance appraisal process. Supervisor requests all employees complete self-appraisals using the online GPS tool. Supervisor identifies adue date of January 9, 2009.January 9 Date self-appraisals are to be forwarded to the supervisor.January 12 – 23 Supervisor reviews self-appraisals, completes performance appraisals for all staff members, and reviews performance appraisals with next levelsupervisor (if necessary).January 26 – 30 Supervisor schedules performance meeting allowing sufficient time to review all completed sections of the appraisal. (HR recommends 90minutes.) When a supervisor forwards the online appraisal to the“Performance Meeting” step it becomes available for the employee toreview the supervisor’s ratings and comments. Supervisor and employeemeet to discuss the appraisal.February 2 – 6 Employee completes the “Summary Statement” section and finalizes “2009 Performance Goals and Objectives.”The EvaluationThe supervisor’s evaluation of the staff member takes place following the completion of the self-appraisal. Using the workflow established in the GPS online tool, the staff member will forward the self-appraisal to his or her supervisor. The supervisor will select a rating from the drop down menu that best reflects the direct report’s level of performance for each key accountability and related goal(s). Supervisors are encouraged to add comments and enter or edit weights for the key accountabilities and special projects (if applicable). Supervisors are also encouraged to set goals for the next performance cycle and identify workplace learningfor the employee.Goal SettingGoal setting is a very important part of the performance appraisal process and identifies where employees should focus their efforts to effectively meet objectives during the course of the year. This is the first step in completing the performance appraisal. Look at goals and objectives from the prior year and comment on the results. Many of Lehigh’s stems and colleges have prepared strategic plans.The achievement of goals and objectives is important but goals and objectives are a plan and need to be flexible to accommodate change in workplace priorities. In many cases unexpected activities or significant changes affect the employee’s ability to complete the goal. If a goal from the previous year was not completed, document the reasons why. These circumstances can be noted directly on the GPS online tool in the “Progress and Outcomes” area for the related key accountability and associate goal. Notes can also be made in the “Notes” function of the PM form.Use the S.M.A.R.T. goal-setting process to establish goals and objectives. This process helps ensure that both supervisors and staff members share the same understanding and clarity on goals set during the performance management cycle.Differentiating between a goal and an accountability:y An accountability is a statement about normal work output… a clearly defined and established ongoing responsibility or requirement of a job. Accountabilities and associated supporting activities are found on the position description. They describe what the person in that position is responsible for regularly producing or providing. Ask, “What are the normal expected outcomes of the position?”y A goal is a general statement about a desired outcome with one or more specific objectives that define in precise terms what is to be accomplished within a designated time frame. A goal may be performance-related, developmental, a special project, or some combination.Types of performance, developmental, and special project goals:y A performance goal is usually linked to an accountability and could involve problem-solving, innovating, or implementing some type of improvement.y A developmental goal may serve to enhance performance in the current role (greater depth of knowledge/skills) or prepare for a new or future role.y Special projects could include a “stretch” assignment (build experience), be based on the departmental plan, or meet a particular organizational need.Setting S.M.A.R.T. Goals:Goals should describe accomplishments, not activities. First,let’s look at what the S.M.A.R.T. acronym means …Specific: Goal objectives should address the … who, what, when, where, and how. Make sure the goal specifies what needs to be done, with a timeframe for completion. Use action verbs … create, design, develop, implement, produce, etc. Example: Resolve accounting discrepancies within 48 hours.Measurable: Goal objectives should include numeric or descriptive measures that define quantity, quality, cost, etc. How will you and your staff member know when the goal has been successfully met? Focus on elements such as observable actions, quantity, quality, cycle time, efficiency, and/or flexibility to measure outcomes, not activities. Example: Secure pledges from ten new donors by the end of each week.Achievable: Goal objectives should be within the staff member’s control and influence; a goal may be a “stretch” but still feasible. Is the goal achievable with the available resources? Is the goal achievable within the timeframe originally outlined? Consider authority or control, influence, resources, and work environment support to meet the goal. Example: Obtain the XYZ professional certification within two years.Relevant: Goals should be instrumental to the mission of the department (and ultimately, the institution). Why is the goal important? How will the goal help the department achieve its objectives? Develop goals that relate to the staff member’s key accountabilities or link with departmental goals that align with the institutional agenda. Example: Develop and implement a diversity recruitment plan that increases the number of diversity candidates by ten percent.Time-bound: Goal objectives should identify a target date for completion and/or frequencies for specific action steps that are important for achieving the goal. How often should the staff member work on this assignment? By when should this goal be accomplished? Incorporatespecific dates, calendar milestones, or timeframes that are relative to the achievement of another result (i.e., dependencies and linkages to other projects). Example: Check the fire alarms and emergency lighting in all buildings every six months.Let’s look at some more examples:For an organization or department…Not SMART “Improve our student service.”SMART “Achieve and maintain an average student service rating of at least 4.0 (out ofa possible 5.0) on our annual survey by 11/20/09.”For an exempt staff member…Not SMART “Create departmental plan.”SMART “Create a 2009 operational plan for the new departmental initiative. Obtain final approval from stem leadership and discuss it with our department soindividuals can begin setting their performance objectives by 1-29-09.”Not SMART “Improve project management skills.”SMART“Take the Project Management Essentials workshop on 10-18-2008, report what was learned to our team by 11-01-2008, and apply the relevant conceptswhile implementing our 2009 marketing plan.”For a nonexempt staff member…Not SMART “Send out welcome letters to our new students.”SMART “Produce and distribute personalized welcome letters, error-free, to all new students in our department by 9-26-09.”Not SMART “Be more receptive to coaching suggestions and feedback.”SMART “At our monthly progress meetings, ask for feedback on what is going well and what things to improve. Keep a notebook with this information, try outthe suggestions, and document each week what worked and what didn’t.”For an exempt or nonexempt staff member…Not SMART “Keep our department’s Website up-to-date.”SMART “Solicit updates and new material for the Website from our department managers on the first Friday of each month; publish this new material by thefollowing Friday. Each time material is published, review the Website formaterial that is out-of-date and delete or archive that material.”Remember the S.M.A.R.T. acronym when establishing goals and objectives. This formula for goal-setting helps ensure that both supervisors and staff members share the same understanding and clarity on goals set during the performance management cycle.Workplace Learning and PerformanceGPS ProcessWorkplace learning is an important tool that enhances professional growth and development for all staff members regardless of position or grade. All supervisors are encouraged to identify one or two training programs related to a goal for each employee or to support requests for job-related training made by employees. The online GPS tool has two sections for workplace learning. The purpose of the first section (year being appraised) is to list any courses, seminars, or workshops attended during the year. The second Workplace Learning section is to identify seminars or workshops for the coming year. Workplace learning activities are generally linked to a key accountability and associated goal.Example from Online GPS Tool: 2009 Workplace Learning Section:Consult the Staff Development Resource section in the respective Job Family Compass Guide and refer to the Individual Development Plan to assist with these areas of the performance appraisal online tool. Training programs offered through Human Resources at Lehigh can be found at /~inhro/PerformanceManagementDirectory.htm.Diversity“Lehigh University actively promotes an inclusive community that values, affirms, and advances the diverse backgrounds, interests, experiences, and aspirations of all its members.” This is a sentence from the Diversity Initiative Mission Statement. Lehigh University is committed to diversity and to building a community that is more reflective of society.Diversity will always be a very important aspect of performance management at Lehigh and is part of our everyday work life. It is applicable to everyone, not just those who supervise. Behaviors demonstrate standards of professional conduct. Desired behaviors in the Lehigh workplace are described in the Core and Managerial Success Factors. “Supporting Lehigh’smission and goals” and “building a community” are success factors supporting diversity. Employees who are thoughtful in what they say and do exhibit an awareness and adherence to Lehigh policies and goals, thereby contributing to an inclusive and productive workplace. How an employee accomplishes key accountabilities and associated goals should be noted on the performance appraisal. This GPS online tool provides “Comments” areas for each key accountability and associated goal(s). The tool also has a “Notes” feature that can be used to document how an employee performs relative to the core, managerial, and/or functional success factors.Evaluating Employees in Supervisory RolesEmployees who supervise other exempt and nonexempt employees need to be evaluated regarding their effectiveness as a manager or supervisor. In the GPS process the supervisory role will be addressed as a key accountability. If an employee supervises other nonexempt or exempt employees, one of his/her key accountabilities should be supervision.The GPS online tool has a “Get Feedback” function. Be advised that feedback received using this function will remain on the performance appraisal tool and printed form. Those who evaluate employees in supervisory roles should seek feedback from the employee’s direct reports. For more information on how to obtain this feedback, contact Human Resources.Performance ImprovementSupporting Performance ImprovementIf an employee’s overall appraisal is rated “needs improvement,” “below most expectations,” or “unsatisfactory,” the supervisor needs to complete the Performance Improvement form. The Performance Improvement form is not part of the GPS online tool. It is a separate paper form and is available at /~inhro/forms.html.In completing the Performance Improvement form, supervisors should also consider the employee’s level of performance in comparison to the previous year. If, for example, an employee had an unsatisfactory rating last year, the supervisor should identify where progress has been made. By doing this the supervisor reinforces significant or complete improvement.If some improvement has occurred, the supervisor still needs to reinforce the improvement and focus on further improvement.If significant progress has not been made, the supervisor should contact HR in order to be prepared to discuss the employee’s lack of improvement and a course of action.An example of the Performance Improvement form is shown on page 13.Example of the Performance Improvement form:Improvement Area Expected Results Time Frame Support ActionsImproved sense of urgency when dealing with walk-in or telephone customers.Walk-in customers areto be assistedimmediately.Telephone calls shouldbe answered by thethird ring.March 2009If you are with another customeror on the telephone, establishimmediate eye contact and say, “Iwill be with you shortly.”If several phones ring at the sametime, ask customers to hold.Request assistance from otherstaff if necessary.Annual Merit IncreasesThe annual staff salary increases are merit-based. Appraisals are to be completed by February 28, 2009 so they can be reviewed by the dean, vice president, or other designate to ensure there is an appropriate relationship between the appraisal and the recommended merit increase. The Board of Trustees approves the budget parameters including the merit increase guidelines at their February board meeting. Recommended merit increases are then sent to the Budget Office for the budget process. The Budget Office will provide the earliest date employees receiving a merit increase may be notified of their new salary. The new salary is effective July 1, 2009 or when the employee returns to Lehigh if working less than 12 months.Six-Month Follow-UpThe timeframe for completion of performance appraisals is October 1, 2008 through February 28, 2009. Performance is an ongoing process, therefore appraising performance also needs to be an ongoing process. Now that you’ve established goals for your employees, check back periodically to see what progress has been made toward the goals. Quarterly checkups are ideal. HR recommends following up to the performance review in July or August. This is an informal review where the supervisor discusses with the employee his or her progress toward the goals. It is also an opportunity to discuss whether goals have changed in priority or whether new goals and priorities have emerged. The online GPS form for 2009 will be available early in 2009 to note progress, comments, or edit/change goals.Things to AvoidHere are some helpful hints in completing the performance appraisal: Pitfall How to addressAn aspect of the employee’s performance is either very good or very poor just before the performance appraisal. The supervisor allows this event to overshadow the year. This is sometimes referred to as “three-week memory” or the “horn/halo effect.” Provide timely feedback to the employee and comment on the event in the appraisal, but be sure to consider all other aspects of the employee’s performance throughout the year.An employee is absent for several weeks and the absence is covered by short-term disability or the Family Medical Leave Act. The supervisor documents in the appraisal that performance could have been better if the employee were not out for such a long period of time.Attendance issues related to the Family Medical Leave Act or short-term disability, such as pregnancy, should not be documented or discussed in the performance appraisal. Contact Human Resources for more information.The supervisor includes information in the performance appraisal that has not been discussed with the employee.The appraisal is intended to review the year but there should not be any surprises for the employee. Also, the appraisal should not be used as a disciplinary tool.Frequently Asked Questions•I have a new employee just completing the provisional period. Should I prepare an appraisal?For employees with a hire date of October 1, 2008 or later it is best to complete the GPS online Provisional Period Report, which will be sent to the supervisor from HR. It will help the employee know what is expected during the year and will help you with the appraisal next year.•Is it a good idea to solicit feedback from others with whom the employee works closely?Within the department? Outside the department?Yes. This is important because there are aspects of performance that you may not be able to observe. This can be done informally through conversations or in writing (email, memo, etc.) or by using the “Notes” feature of the online GPS tool. It can be accomplished formally by using the “Get Feedback” function of the GPS tool. Be advised that comments made using the “Get Feedback” function become a part of the appraisal and printed form. If you want to weigh what others tell you and summarize it in a way that can be useful for the recipient, use an informal method as described above. Include examples of behaviors if known.•If I solicit feedback from others, must I identify who provided the feedback?If it’s good, absolutely! If it’s negative, you may choose to summarize information from several individuals. It is best to try to frame it from your perspective if you have first-hand knowledge or have observed it. There are two sides to every situation and knowing both may。
国际会议名称
ConferenceⅠConference位于名称中间，有介词。
Group 1The 2009 International Conference on Information and Communications SecurityThe 2010 IEEE International Conference on Networking, Sensing and Control (ICNSC 2010)ICPR 2010 - The 20th International Conference on Pattern Recognition International Conference on Spoken Language Processing (ICSLP)(ICASSP ’98)ANZALS Leisure & Recreation Conference 2008: Leisure is the keyThe Eleventh IEEE International Conference on Computer Vision (ICCV 2007) The 18th International Conference on Pattern Recognition (ICPR 06)The 7th International Conference on Functional GrammarThe 5th International Conference on Advanced Materials and ProcessingThe 6th International Conference on Signal Processing Proceedings 2002The 8th Biennial Conference on Tourism in AsiaTourism, Hospitality & Foodservice Industry2010 The 2nd IEEE International Conference on Information Management and EngineeringGroup 2International Conference on Infrared and Millimeter WavesInternational Conference on Molecular Beam EpitaxyInternational Conference on Narrow Gap SemiconductorsInternational Conference on Thin Film Physics and ApplicationInternational Conference on X-Ray LasersInternational Conference on Solid-state and Integrated Circuit Technology ProceedingsInternational Conference on High Performance Computer Architecture (HPCA) International Conference on Communications (ICC)International Joint Conference on Artificial Intelligence (IJCAI)International Conference on Computer Vision (ICCV)International Conference on Pattern Recognition (ICPR)International Conference on Pattern Recognition (ICPR)International Conference on Robotics and AutomationInternational Conference on Intelligent Robots and SystemsInternational Conference on Software EngineeringInternational Conference on Efficiency, Costs, Optimization, Simulation and Environmental Impact of Energy SystemsInternational Conference on Turbochargers and TurbochargingInternational Conference on Electrical MachinesInternational Technical Conference on the Enhanced Safety of Vehicles（EVS）International Conference on Magnet TechnologyInternational Conference on Engineering and Technological Sciences 2000 (PITTCON), USA.International Conference on Fluidization (ICF)International Conference on Bioseparation Engineering (ICBE)International Conference on Molecular Beam EpitaxyInternational Conference on ELT in ChinaInternational Conference on Pragmatics and Language LearningInternational Conference on MagnetismInternational conference on High Pressure Semiconductor PhysicsInternational Conference on Ternary and Multlnary CompoundsInternational Conference on Shellfish RestorationInternational Conference on Industrial Engineering and Engineering ManagementInternational Conference on Information SystemThe International Conference on MOVPEWorld Conference on WomenWorld Conference on Photovoltaic Solar Energy ConversionGroup 3IEEE International Conference on Accoustic, Speech and Signal Processing TechnologyIEEE International Conference on Accoustic, Speech and Signal Processing IFAC International Conference on Automatic ControlIEEE Conference on Decision and ControlThe IEEE International Conference on Vehicular Electronics and Safety (ICVES)The International IEEE Conference on Intelligent Transportation Systems (ITSC)IUMRS International Conference on Advanced MaterialsAnnual JALT International Conference on Language Teaching and Learning Asian Conference on Computer Vision (ACCV)Asian Conference on High Pressure ResearchThe Pacific Rim Conference on Lasers and Electro-Optics (CLEO/PR)Pan-Asian Conference on Language Teaching (PAC)Portland International Conference on Management of Engineering and TechnologyThe Pittsburgh Conference on Analytical Chemistry and Applied Spectroscopy Group 4The 4th World Conference for Graduate Research in Tourism, Hospitality and International Conference for Optics(光学)World Conference of Animal Production (WCAP)The 2nd International Conference of Bionic EngineeringⅡConference位于句首，有介词。
英文缩写
3C Cwmpter,Communication,Consumer electronics消费性电子5M Man,Machine,Material,Method,Measurement人 机 料 法 测量5W1H When,Where,Who,What,Why,How to6σSix Sigma六个希格玛7QCTools7 Quality Controll Tools品管七大手法8D8Disciplines8D改善程序A.S.A.P As Soon As Possible尽可能快的ABC Activity-Based Costing作业制成本制度ACC Accept允收ANOVA Analysis of Variance变异数分析AOD ACCept On Deviation允许偏差APP Approve核准 认可 承认AQL Acceptable Quality Level允收品质成本ASSY Assembly装配 组装ATIN Attention知会BOM Bill Of Material物料清单BS Brain storming脑力激荡BSC Balanced Scoreboard平衡计分卡BTF Build To Forecast计划生产BTO Build To Order订单生产C/T Cycle Time制程周期C=0Critical=0极严重不允许Ca Process Capability of Accuracy制程准确度CAI Computer Aided Inspection电脑辅助检验CAR Correction Action Report改善报告CAT Computer Aided Testing电脑辅助测试CAV Cavity模穴CC Carbon COPY副本复印相关人员CHK Check确认CI Confidence Interval信赖区间CL Center Line中心线CMOS Complemeruary Metoll Oxide Semiconductor互补金属氧化物半导体CONN Ccnnector连接器COQ Cost Of Quality品质成本Cp Process Capability of Precision制程精密度CPK Process Capability过程能力指数CPM Complaint per Million每一百万个使用者会有几次抱怨CR Critical=0极严重的CRM Customer Relationship Management客户关系管理CRP Capacity Requirements Planning产能需求规划CS Customer Satisfaction顾客满意度CTN Carton卡通箱CTQ Critical to Quality关键品质特性D/C Date Code生产日期码DCC Document Center资料中心DFM Design for Manufacture为制造设计DFMEA Design FMEA设计失效模式分析DFSS Design for six sigma六个希格玛设计DIMM Dual in-line Memory Module双项导通汇流组件DIRFT Do if right the first time第一次就把事性做好DMAIC Define Measure Analyze Improve Control定义 衡量 分析 改善 管制DOE Design of Experiment实验设计DPM Defects per million每百万单位的缺点数DPMO Defects per million opportunities每百万个机会的缺点数DPU Defects per unit单位缺点数DQA Design Quality Assurance设计品质保证DR Design Review设计审查DSS Decision Support System决策支援系统DVT Design Verification Testing设计验证EC Engineering Change设计变更/工程变更ECN Engineering Change Notes工程变更通知（供应商）ECO Engineering Change Order工程改动要求（客户）ECRS Eliminate Combine Rearrange Simple取消 合并 重排 简化EDI Electronic Date Interchange电子资料交换EISA Extended Industry Standard Architecture扩充的工业标准结构EMC Electric Magnetic Capability电磁相容EMI Electronic Magnetion Inspect高磁测试EOQ Economic Order Quantity基本经济订购量EPC Engineering Process Control工程制程控制ERP Enterprise Resource Planning企业资源规划ES Engineering Specification工程规格ESD Electry-static Discharge静电排放EV Equipment Variation仪器系统变异EVT Engineering Validation Test工程验证测试F/C Flat Caller排线FAA first article assurance首件确认FAI first article inspection新品首件检查FMEA Failure Mode Effect Analysis失效模式分析FMECA Failure Mode,Effect,AND Criticality Analysi故障模式、效应与关键性分析FMI Frequency Modulatim Inspect高频测试FMS Flexible Manufacture System弹性制造系统FPIR First Piece Inspection Report首件检查报告FQC Final Quality Control最终品质检验FTA Fault Tree Analysis缺陷树分析FTY First Time Yield初检通过率GR&R Gauge Repeatability &Reproducibility仪器再现性及再生性I/O Input/Output输入/输出IC Integrated Circuit集成电路ID/C Identification Code（供应商——识别码IE Industrial Engineering工业工程IPQC In-Process Quality Control制程检验IQC Incoming Quality Control进料检验IS Inspection Specification成品检验规范ISA Industry Standard Architecture工业标准体制结构ISAR Initial Sample Approval Request首批样品认可ISO International Organization for Standardizat国际标准组织JIT Just In Time即时管理KM Knowledge Management知识管理KPIV Key Process Input Variables关键输入变数KPOV Key Process Output Variables关键输出变数KURT Kurtosis峰度L/N Lot Number批号L/T LEAD Time前置时间（生产前准备时间）LCL Lower Control Limit管制下限LED Light-Emitting Diode发光二级管LPCL Lower Per-control Limit前置管制下限LRR Lot Reject Rate批退率LSL Lower Specification Limit规格下限LTPD Lot Tolerance Percent Defective不良率MAJ Major主要的MAT'S Material材料MC Material Control物料控制MCA Micro Channel Architecture微通道结构ME manufacture Engineering制造工程部MES Manufacturing Execution System制造执行系统MIN Minor轻微的MO Manufacture Order生产单MP Mass Production大量生产MPS Master Production Schedule主生产排程MQA Manufacture Quality Assurance制造品质保证MRB Material Review Board材料审查委员会MRO Maintenance Repair Operation请修（购）单MRP Material Requirement Planning物料需计划MRP Material Requirement Planning物料需求规划MRPII Manufacturing Resource Planning制造资源计划MSA Measurement Systems Analysis量测系统分析N Number样品数N/A Not Applicable不适用NFCF Notice for Changing Forecast更改预估量的通知NG Not Good不良np Number of Defectives不良数管制图ODM Original Design & Manufacture委托设计与制造OEM Original Equipment Manufacture委托代工OK OK好OOBA out of box audit开箱检查OPT Optimized Production Technology 最佳生产技术OQA output quality assurance出货质量保证人员OQC Outgoing Quality Control出货检验OS Operation System作业系统P Packing包装P/A Personal & Administration人事行政部P/M Product Market 产品市场P/N Part Number料号P/R Pilot Run试跑PAL Pallet/skid栈板PC Personal Computer个人电脑PCB Printed Circuit Board印刷电路板PCE Personal Computer Enclosure个人电脑外设PCL Per-control Central Limit前置管制中心限PCN Process Change Notice工序改动通知PCS Pieces个（根，块等）PD Product Department生产部PDCA Plan Do Check Action计划 执行 检查 总结PE Project Engineering产品工程部PFMEA Process FMEA制程失效模式分析PMC Production &Material Control生产和物料控制PMP Product Management Plan生产管制计划PO Purchasing Order采购订单Pp Process Performance Index制程绩效指数PPAP Production Part Approval Process生产零件承认程序PPC Production Plan Control生产计划控制Ppk制程绩效指数PPM Percent Per Million百万分之一PS Package Specification包装规范PVT Production Validation Test生产验证测试QA Quality Assurance品质保证QBR Quarter Business Review季度营运会议QC Quality Control品质控制QC Plan Quality Control Plan QC工程表QCC Quality Control Circle品管圈QE Quality Engineering品质工程QFD Quality Function Deployment品质机能展开QIT Quality Improvement Team品质改善小组QLF Quality Loss Function品质损失函数QMA Quality Maturity Analysis品质成熟度分析QT Quality Target品质目标QTY Quantity 数量QVL Quality Vendor LiST合格厂商清单R&D Research&Design设计开发部REE Reject拒收REF Reference仅供参考REV Revision版本RFI Read Frequency Input读频输入RMA ReTURNED Material Approval退货验收ROP Re-Order Point再订购点RTY Rolled Throughout Yield直通率S/S Sample size抽样检验样本大小S/T Standard Time标准时间SCM Supply Chain Management供应链管理SECC SECC电解片SFC Shop Floor Control现场监控SGCC SGCC热浸镀锌材料SIMM Single in -line memory module单项导通汇流组件SIP Specification in Process制程检验规格SJQE Supplier Join Quality Engineer供应商客户端品质工程师SL Specification Limits规格界线SO Sales Order订单SOP Standard Operation Procedure标准作业程序SOR Special Order Request特殊订单需求SPC Statistical Process Control统计制程管制SPEC Specification规格SQA Strategy Quality Assurance策略品管保证SQC Statistical Quality Control统计品质管制SQE Supplier Quality Engineer供应商质量工程师SQM supplier quality management供应商质量管理SSQA Sales and service Quality ASSURANCE销售及服务品质保证STDEV Standard Deviation标准差SWOT Strength weakness Opportunity Threat优势 弱势 机会 危机T/P True Position真位度TBA To Be Design待定，定缺TOC Theory of Constraints限制理论TPM Total Production Management全面生产管理TQC Total Quality Control全面品质管制TQM Total Quality Management全面品质管理TYP Type类型UCL Upper Control Limit管制上限UPCL Upper Per-control Limit前置管制上限USL Upper specification Limit规格上限VAR Variance变异数W/H Wire Harness金属线绪束集组件WDR Weekly Delivery Requirement周出货需求WIP Work in process半成品（工作进行中）WPR Weekly Delivery Requirement周出货要求Xbar-R Average-Range Control Chart平均数-全距管制图Xbar-S Average-Standard Deviation Control Chart平均数-标准管制图ZD Zero Defect零缺点σ,s Standard Deviation标准差σ2,S2Variance变异数 VS及8D Eight Discipline Methodology8D方法CCR Career & Competency Review职业及技能评估CEO Chief Executive Officer首席执行官CR Customer Relations客户关系CS&Q Customer Satisfaction & Quality客户满意与质量部DFSS Design for Six Sigma六西格玛设计CSLD Customer Satisfaction & Loyalty Development客户满意和忠诚度发展DIY Do it yourself自己动手做DMAIC Define, Measure, Analyze, Improve, Control定义、测量、分析、改进、控制EMEAS Europe, Middle East, Africa, South America欧洲、中东、非洲、南美EPM Enterprise Process Model企业流程模型GSA Global Strategic Account全球战略客户IT Information Technologies信息技术I2P Issue to Prevention问题至预防KPI Key Performance Indicator关键业绩指标L6S Lean Six Sigma 精益六西格玛OCP Offer Creation Process成品创造流程OEM Original Equipment Manufacturer原始设备制造商OTM Offer & Technology Management成品和技术管理PEP Product Evolution Process产品进化流程PMP Project Management Process项目管理流程POSE Passionate, Open, Straightforward, Effectiv热情，开放，直接，高效PPEP Part Product Evolution Plan零部件评估计划SAM Supplier Approval Module供应商批准模块SPC Statistic Process Control统计过程控制SPM Supplier Performance Module供应商绩效模块SPS Schneider Production System施耐德生产体系SQM Supplier Quality Module供应商认证模块SSQM Schneider Supplier Quality Management施耐德供应商质量管理。
实习总结英文版范文
Internship ReportI.Purpose:First, to deepen understanding of profession, to confirm career preferences.There are many ways to understand the career industry, for example, read related articles, consult the industry, but the most direct way is personally do the job.In the process of doing, you can determine whether you like the job and your own ability to perform.If you are petent, to find a job after graduation, you can use it as the target job; on the contrary, you mustfind a new direction for the work.Second, to prepare the transition from student to profession.It is often said, the university is an ivory tower.Indeed, there are great differences between the schools and the workplace, learning and work, students and staff.In the role of the transformation process, people's views, behavior, and psychological aspects have to make the appropriate adjustments.Third, to enhance the petitive advantage when looking for work.A pany conducted a survey, "How to choose an employer graduates." Participating panies, including foreign, enterprises and private enterprises, the scale big and small.There is a topic so that they can choose the value, including schools, professional achievements, certificates, internship experience, social practice, aounts and so on.The results of different nature and size of the pany have quite different focus, only one element is important for all panies, that is, job-related training and experience of candidates.So, if you have the relevant college internship experience in looking for work, there will be a great advantage.II.Content:During this month, with my father, I have got the chance to work as an intern in Tianjin Haiping Industry and Trade Company, which really excited me for a long time.The pany is a start-up by my father’s friend, and it belongs to a micro-firm, so it only employed ten people or less.After an brief self-introduction with the staff of the pany, my internship started.It was my first time that I worked in a real pany.I felt a little nervous because I had no idea of what kind of job I would take.As an English major student, I’m sure my knowledge of English is adequate for the job.And I have basic knowledge of foreign trade .So I think I just need to apply it into practice.During this time I worked as an assistant in the office, helped to deal with the language work, such as municating with foreigners in English and translating the files between the panies.And I also did some daily and easy work because of my lack of work experience.Then my first major task was handling phone lines, including ining and outgoing phone calls in the front desk.Initially, I thought this task would be easy, after all it was just answering phone calls, but I quickly learned how much work had to be put into these phone calls.I realized that I had to better equip myself with the knowledge about the munication, be prepared for answering questionings, and memorize all the department extension as we were not allowed to reference any directory when transferring calls.Fortunately, after one week, I was able to grasp allthe necessary requirements and I progressed a lot.In addition, during my first task as front desk personnel, I was exposed to other tasks, such as do some faxing and photocopying in pany, preparing the material for the workmates, fetching newspaper or other documents for them.I had been doing that work almost a week.At the very beginning, I was so disappointed about what I was busy with.I was even so tired of them and gave it up.But when I saw the hard-working mates and some courage from my friends and leader, I moved on.The following weeks, I switched gears and moved to the main office where I would spend the next two weeks in front of a puter, conducting research into different corporations in China that produce the similar products with our pany.The process was not only time consuming, but plex and knotty as it involved a great amount of reading and recording.I managed to produce information, and municate with customers and send e-mails.E-mail is the most mon form of munication with customers.Therefore, we can use the knowledge about English correspondence for foreign trade we have learned in school.Many buyers or full-time purchasers simply judge your professionalism by your E-mail.Many customers also liked contacting with me on MSN or Skype, and they would ask for voice munication.At first I was nervous ,and I was always thinking about how to speak English in the right words and correct grammar.However, I found that they were not exactly strict to my English.As long as my oral English is enough to municate and I know professional product knowledge, they can understand what I say.They are all outgoing but serious when talking about business.Though hard and a little boring, I can be a part of the social society and enjoyed the pressure and petition from the outside world, quite different from the school yard.And also, many disadvantages and weakness have shocked me so much during the intern time.When I was blamed or criticized for my fault at first, I would try to argue with them and avoid my duty in the case.However, now, after such a long time training, I willbe silent to aept what they teach me or scold me, and then self-question myself to make some changes.What I learned at school is so limited that I can hardly put into practice when faced with different plicated situations in society.So there is no doubt that I’ll read more and experience much to balance the book-knowledge and social life.And only in this way, can I be of importance to me,then to the country.III.Gains:“S tudy for the sake of use. ” as a Chinese saying goes, I should say that there does exist a big gap between theories and practice.During this internship period, I have learned a lot of things that I can't get from our books:First, it offers me an opportunity to get in touch with the things that I haven't encountered before.Many products of our pany are stranger to us.Furthermore, I have broadened my horizons.Secondly, the internship rightly provides me with a good chance to train my ability of munication and improve the spirit of teamwork.There are about ten employees in all.I didn't get acquainted with any of the other four, but in the first week, we got familiar with each other and shared information with each other.Also, when I encounter a difficult case, I'll also turn to the senior members of this department for help and they are always ready to help.Harmonious interpersonal relationship, right? Yes,a good relationship with our colleagues is priceless treasure to us as well as a strong sense of teamwork.Thirdly, English is just a tool for munication.Therefore, as an English major student, we can't be limited to the study of the language but involve ourselves with knowledge of other areas.In the first few days, I always felt frustrated because there were so many new terms that I couldn't digest thoroughly.Although I can do very well in English reading, there are much desired for me to understand the situations provided by customers.However, practice makes perfect.With almost one-month practice, I now manage to handle the cases well.Knowledge, like the sea, is boundless; only through hard study can one reach the destination.It is pletely right.IV.Problems and Solutions :The first one is related with the foreign trade terms.Such as quotation, ordering, terms of payments, out- factory preparation and payment.They are the most plicated and difficult issues.Because my major is not business English, I did not know the jargon and the professional name of our productsat the beginning.I would read some books about International Trade to learn them by myself.And sometimes, I would ask others to explain them for me.The best solutions will be taken down into my note book.I know it does need some time to experience in handling such cases.The second, my working attitude is not good enough.At first, I did not realize the seriousness of working.But I tried to correct my thoughts and focused myselfon my work.But the members there did offer great help and teach me a lot of things.The third, being shy is always my weakness.In fact, when I am with my friend, I am talkative.But during my work there, at first, I get nervous with the strangers.The last but not least, my oral English is not good enough and I must practice it again and again to improve it.When I was talking with the foreigners I found that sometimes it was very hard to understand what they are talking about, not because of sick listening prehension,but their aents, which really bothered me a lot.What we learned in the class is Standard English, so it is easy for us to understand each other.There are some customers’ pronunciation I cannot understand.One time, a client called me on Skype, so I found that he spoke very fast and I just can catch "Hello!" Then I could not understand any word and I immediately told him I do not understand what he said, and then he typed while I speak.So I'll work hard to get a good mand of oral Englishand listen to the pronunciation from different countries frequently.Thus I'll have a more fluent munication with my clients.Actually, I've been taken action right away.I try my best to make friends and chat with them from different countries.I'll work even harder.Graduation practice is to plete the final phase of the university's course to be the most important section of the Practice.Practice is every qualified students must havean experience that allows us to enhance professionalism in the practice of awarenessand practice of awareness.We practice during the process of training units in theschool and support, more guidance of experts, through training we learned a lot in class, not simply the knowledge of school for our future design and lay a solid foundation.At the same time allow themselves to contact the school for the purpose ofinternship training of our ability, the five-week internship to increase their ability to havea lot of knowledge, greatly improved.Graduation purposeInternship is designed to improve the ability of students and social contacts and to understand and master, verify and consolidate learned basic course content.Enable students to understand the modern high-rise building design and the actual construction of electrical easy to ignore the problem, students integrate theory with practice, love the professional, enthusiastic, mitted to thinking of China's modernization drive.Graduation contentTo achieve the above objective practice, practice the main content should include:1.Understand the internship process and production organization of productionmanagement.2.Understand the performance of some electrical products and features.3.Control low-voltage distribution system design, weak part of the design, lighting,part of the design, dynamic part of the design, lightning protection and grounding part of the design.4.Institute of electrical equipment used in operating methods and the basic working principle.Although this practice is only 3 weeks time, but during that time, the theory for somemon things, with perceptual awareness, feel benefit.Here are some of my summary of the internship period, and their feelings and experiences.To carry out their work in the future, and the future work of great help tome.Visit the West Campus, Dongsheng Building and City Hall and linear low-voltagepower distribution room, and the laying of the roof there are weaknesses in the design of some of mine.Now I will explain in detail the building of the lightning protection and grounding1.Basic principles:Lightning protection design of technical measures should be the existing national standard "lightning protection design of buildings" for Lightning Protection, refer to "Building Lightning Protection Design Standard" corresponding requirements, the use of ball lightning rod protection method, the use of other potential join the most important safety measures.2.Anti-cloud-to-measure, should meet the following requirements:(1) air terminals using the lightning rod, lightning protection zone (work), or a bination of both, it should be used as a metal roof building air terminals, but should be consistent with regulatory requirements.Containing radioactive material should not be used air terminals.The elimination of other forms of lightning, it should only be used with high pole tower roof was added to our building on.Protrusions on the roof, such as satellite and receiver antenna, holiday lights, aviation obstruction lights andair-cooled unit, the roof should be in the range of lightning protection devices, if not calculated by ball within the scope of protection should be separate lightningrod, with protection, lightning protection device connected with the roof.(2) deflectors should give priority to the use of reinforced concrete building columns or shear walls in the main bar, but also should use the building on fire ladders, steel columns, metal chimneys, etc., as deflectors.When the use of steel in reinforced concrete columns, steel columns as a natural drop, and also used as a grounding device based steel with no disconnect card, butit should be located in a number of suitable locations outside the bar connected with the column connecting plate, for the measurement, an external artificial grounding and equipotential bonding for use.Brick buildings surrounded by a separate deflectors in the external walls and the installation of 1.8 meters from the ground disconnected card.The 1.7 meters to 0.3 meters underground for some protective measures should be taken.(3) The use of grounding devices should give priority to the building of reinforced concrete base.A reinforced concrete ground beam, should in the beam reinforced with a ring grounding device; not reinforced concrete ground beam, it can not in the building surrounding strip of reinforced concrete base closed,galvanized flat steel with a direct lay-40x4 pit in the outer groove to form a circular grounding.When the transformer and the work of the diesel generator neutral grounding, electrical protective earth grounding system work and share weak grounding device, the grounding resistance should be less than 1 euro.Use mon grounding, the weak systems should their equipment room, and building insulation grounding stud,with more than 25 mm2 copper cable or wire welded steelpipe made through a separate drop, the foundations of buildings connected with the ground plate.Weak system of general requirements for grounding resistance of less than 4 ohms, should be an independent ground system view often ? Boxu Chile to catch car owner thereupon low ash wood ho chant argon ∮? 0 meters.3.Sideswipe against mine measures should meet the following requirements:Height over 30 meters of reinforced concrete structures, steel structures, should take the following anti-swipe mine and equipotential bonding of the protective measures:(1) steel frame and reinforced concrete should be connected to each other;(2) should be used within the steel column or reinforced concrete columns reinforced as a lightning protection device deflectors;(3) should be 30 meters and over the railings on the external walls, doors, windows and other large metal objects and lightning protection device is connected;(4) vertical laying of metal pipes and metal top and low-end devices to be connected with the mine;(5) columns and ring beam without the buildings, walls should be laid at intervals of around three out of galvanized round steel ? 12 to do the grading rings, a bination of columns and ring beam, the use of steel for the ring beam grading ring.All the building every three vertical metal pipe connected with a grading ring.Grading ring should be connected with the lightning protection device deflectors.4.Lightning induction of measures, should meet the following requirements:(1) The protection of metal objects within the building ground, is the main measure lightning induction.Therefore, the building housing the equipment, pipelines, and other major metal frame should be close to receiving the grounding or electrical equipment, lightning protection grounding device(2) parallel to the laying of pipes, cables metaljacket structure and a long metal object, the spacing is less than 100mm should be used jumper wire, cross-junctionspacing should not exceed 30m; crossing clearance less than 100mm, the should be across the intersection.5.Lightning invasion wave of measures, should meet the following requirements:(1) line of low voltage lines should be buried with the cable directly into the home end of the cable jacket or the protection of metal pipe on the device receiving the lightning protection and grounding; if connected to overhead lines should be changed into the household 50m cable, cable for connection at arrester should be installed, and with the cable metal sheath, steel and iron insulator feet, fittings, etc.together, the impulse grounding resistance should not exceed 10 ohms.If overhead wires are used, the arrester should be installed into office.(2) overhead and underground metal pipes, should be in and out of buildings and lightning protection grounding device connected at.Fixed on the building of holiday lights, aviation obstruction lights and other electrical equipment of the line, should be based on the importance of building the mine to take corresponding measures invasive radio waves:a.no metal or electrical equipment protection work should cover the protection of air terminals within;b.The line leads from the distribution box should wear steel.Ends of the pipe is connected with metal distribution box; the other side of the metal casing and electrical equipment, protective cover is connected, and lightning protection devices connected to your nearest roof.Pipe should be located off the middle of the jumper.Third, and experienceThis internship, I learned that the size of the plant level, the production process and the production of some conventional products, the study design in the future I believe there will be more help.In addition, I feel that through this internship for me after the choice of electrical equipment, lighting, power, systems, lightning protection and grounding aspects of the design will be very helpful thank the school and the teacher gave us this Gui internship opportunities.。
Performance_evaluation
Performance evaluation of new product development from a company perspectiveHelen DrivaCentre for Concurrent Enterprising,School of Mechanical,Materials,Manufacturing &Management,University of Nottingham,Nottingham,UK Kulwant S.PawarCentre for Concurrent Enterprising,School of Mechanical,Materials,Manufacturing &Management,University of Nottingham,Nottingham,UK Unny MenonCal Poly State University,IME Department,San Luis Obispo,California,USAIntroduction Performance measurement is an essential element of effective planning and control.However,the degree of effectiveness of anycontrol strategy will depend on the adequacy of the metrics deployed.Historically,accounting-based measures have been relied on for a wide range of managerial monitoringof organizational performance.However,they are generally less than satisfactory for some organizational activities like new product development (NPD).This paper presents the longitudinal case study results which formed an important part of a larger research project,which examinedperformance measurement for NPD,using a triangulation of survey results from industry and academia,including longitudinalvalidation using in-depth case analysis at UKsites of multi-national firms.The focus of this paper is only on the case studies at tencompanies,which was one key component of the research.Full details of the entire project are available in Driva (1997).The structure of this paper includes an introduction to performance measurement from a NPD perspective,a review of state-of-the-art evident in contemporary literature,and an outline of current practice based on a survey of multinational firms.This isfollowed by a detailed discussion of the findings,with concise insights into ten company-based studies which provide a realistic basis for validation and forming general guidelines on the topic of performance measurement realities.Measuring performancePerformance measurement has been anessential element of management control for many years,but up until recently,the only measures consistently made were forfinancial records.It is generally agreed that financial performance measures are most useful at higher levels of management where they can reflect the success of strategies.According to Johnson (1992),relevance was lost between the 1950s and 1980s whenmanagement used cost accounting to drive marketing strategies and control operations.This view is backed up by Dixon et al .(1990)who consider that ``cost-based measures are inconsistent with the new emphasis on quality,JIT and using manufacturing as a competitive weapon''.Activity based costing (ABC)was initially hailed as the answer to all the problems of accounting systems.It is now widely agreed that ABC should be used as a tool for decision making rather than as a replacement for an existing cost accounting system.Financial measures alone cannot adequately reflect factors such as quality,customer satisfaction and employee motivation.By linking development,operational and financial measures,more meaningful ±and directly useful ±results can be obtained.To date,insufficient attention has been directed linking these measures.Activity in the area of concurrentengineering and performance measurement has increased enormously in the last few years (Driva et al .,1999).Notable work here includes that by Gregory (1993),Crawford (1988),Hronec (1993),Globerson (1985)and Sink and Tuttle (1989).In particular,Globerson compiled a useful ``dos and don'ts''list in the design and development ofanThe current issue and full text archive of this journal is available at /ft[368]Integrated ManufacturingSystems12/5[2001]368±378#MCB University Press [ISSN 0957-6061]KeywordsNew product development,Case studies,Performance measurement,Management controlAbstractThe importance of performancemeasurement is generallyrecognized in the literature and by industry.However,the adequacyof metrics applicable to differentaspects of the organization doesnot appear to have been addressed.Provides fresh insight to fill some of the knowledge gapsin this area with particular focuson evaluating productdevelopment performance from a company perspective.Alsopresents insights gained from tencompany-based longitudinal casestudies,which formed one essential part of a much largerresearch project with details ofthe other aspects of the project in Driva.Received:April 1999Revised:January 2000Accepted:July 2000effective performance measurement system. He recommends that for measures to be successful they must be derived from strategy and relate to specific and realistic goals.One of the most comprehensive global investigations of product development and management practices has been in the automobile industry.The conclusions recorded by Clark and Fujimoto(1991)and by Womack et al.(1990)stated that the auto industry example has far-reaching implications that will touch all R&D manufacturing organisations.However,they stop short of proposing a system of performance measures.One of the first studies to focus specifically on NPD was carried out in Canada by Richardson and Gordon(1980).They surveyed15 manufacturing firms,following up with interviews and a study of case literature in manufacturing policy.From this they reported that the traditional performance measures used by these firms inhibit innovation,with the measures focusing on the plant as a whole rather than individual products.An examination of the strength of relationship between innovation and continued market prosperity was one of several projects on success in NPD and innovation that have been carried out by Professor Hart(1996)at Stirling University (Johne and Snelson,1990).She reported that NPD success is often derived from overall company performance,which can be misleading.Mahajan and Wind(1992)carried out one of the few surveys of tools,methods and``models''used for measuring NPD.The main aim of this research was to determine the role of new product``models''in supporting and improving the NPD process. Marketing activities before and after product development(i.e.detailed market study for market identification,positioning and strategy,pre-market volume forecast,market launch planning,etc.)were the main focus of that research.However,the study revealed that there was a low usage of``models''and methods(including focus groups,conjoint analysis,Delphi,QFD and product life cycle models)among the respondents.Our literature review indicates that performance measurement research to date has been confined primarily to financial metrics,with some recent developments for manufacturing metrics by Maskell(1991), some organizational(Neeley et al.,1995)and business measurement systems(Neeley,1998; Black et al.,1998).Some research has been carried out in product development but this has focused on complexity,success and failure aspects(Griffin and Page,1996)and on strategy aspects(Barczack,1995).Currently, more and more attention is paid to assessing the nature of the relationship between business performance,organizational intellectual capital and knowledge management(Hansen et al.,1999;Klein,1998; Svelby,1997).In summary,the literature review revealed that:.There appears to be a lack of cohesive methodology presently available forassessing performance during productdevelopment using concurrentengineering principles(applied on aconsistent rather than on an ad hoc basis). .Use of currently available tools and techniques to assist in controlling product development activities(such as QFD,balanced scorecard(Kaplan and Norton, 1992)and diagnostic tool(Dixon et al.,1990))is fragmented and only used in some limited parts of the product development process(their limited use was laterconfirmed in our company questionnaire results)..There has been an unclear distinction between``hard''and``soft''measures ofperformance or the implications of using them..Measures of performance in product design and development are primarilyinternal measures that focus oncomparing activities and processes toprevious operations and targets.Owing to the diverse nature of products,processes and customers,external benchmarking in this area is often inappropriate(benchmarking across companies in agroup may be an exception)..Some surveys were not backed up by case studies(e.g.Gupta and Wilemon,1996;Nichols et al.,1994)which preventedfollow through of the findings intopractical situations..There is no one set of measures that will remain definitive over time.Performance measures,as with the organization itself, should be flexible to change.Research methodologyA combination of qualitative and quantitative methods was required to allow for large scale and in-depth information to be collected.The data collection phase used a combination of historical information(a literature review,document analysis and meetings with industry and academics in this area),structured questioning(through postal questionnaires and interviews with academics and companies)and in-depth case[369]and Unny Menon Performance evaluation of new product development from a company perspectiveSystems12/5[2001]368±378studies (including observation,sitting in on meetings and content analysis of documents at company sites).Secondly,ten follow-up cases and an in-depth longitudinal case were carried out to clarify specific needs andproblems in performance measurement.The research process concluded with a synthesis to formulate a framework and a performance measurement tool to aid product design and development.A framework was developed (see Figure 1for a high level conceptual view)to assist firms in implementing performance measures for design and development in a manufacturing environment (Driva et al .,1999).This framework encapsulated the themes brought out by the data analysis.Industrial consultation on the applicability of the proposed framework was a central part ofthe process.Two in-depth industrial studies were carried out to test out the viability of the framework by running it through activities on a real product developmentproject.Actual project scenarios were used to test out the benefits and identify any possible drawbacks.This paper will focus only on the results of the follow-up longitudinal cases,comprising ten companies,in our research.These cases have provided invaluable supporting data to validate our overall research study in an empirical manner as well as providingspecific examples and issues which managers face when designing,developing andimplementing performance measures for NPD in manufacturing firms.Furtherinformation on all other findings from the entire research can be found in Driva (1997).Current practice and future plans in performance measurement:case results from industrial applications in UK multinationalsThis section presents the results from follow-up cases with ten respondents of the company questionnaire.Company profilesPostal questionnaires,while being a valuable source of information,can be open toambiguous interpretation.In order to gain a deeper understanding of answers given,a representative sample of the respondents was selected for interview.An important note to add at this stage is that all ten companies are part of multinational corporations.A profile of the interviewed UK multinational companies is shown in Table I.A two to three hour semi-structuredinterview was carried out in each of the ten companies.All interviewees were the same person at the host companies who responded to the questionnaire survey and all were middle to senior-level managers.Interviews were based around questionnaire responses,but also explored the company's experiences with performance measures for product design and development and their plans for the future.Two in-depth cases are included in this paper,with the remaining eight cases available in Driva (1997).All cases followed the same format;background and overview,with the measures currently used and those for future improvements.The data werecollected on the understanding that they are confidential and would be used only for research purposes.Therefore,company names have been disguised.Figure 1The overall framework for new productdevelopment[370]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378Overview of resultsTables II-IV provide summaries of the results of our study.Table II highlights the popularity of brainstorming,CAD andprocess mapping.An interesting finding was that despite academics'general enthusiasm for QFD as observed during ourquestionnaire survey (Driva,1997),it is not widely used by the companies.Within the case study companies,only three had used it ``to some extent''.This was backed up in the wider questionnaire,with only 25per cent of respondents having used it.Another surprise was the lack of use of internal surveys to gauge staff opinion.This is a useful and relatively easy way to investigate a whole range of issues (including current policy and practices,change management,ideas for improvement,etc.).With the increasedemergence of electronic intranets,this task has been made even simpler.Internalfeedback currently seems to be collected on an ad hoc and/or informal basis,regardless of the size of the companies.Increasingly,firms are using process mapping and/orflowcharting to depict visibly how theyoperate.In terms of the product development process,process mapping is especially useful to identify where bottlenecks occur and hence where performance measures can help.In Figure 2we portray the modes of communication for some types ofperformance measures at our ten companies.Management of the measuresThe way in which the measures are managed,including who brought in performance measures,who reports and who deals with them is summarized in Table III.Allrespondents used cross-functional teams to varying extents and eight were ISO 9000accredited.Senior management accounted for nearly all introductions of performance measurement (90per cent).This was greater than for the questionnaire results (75per cent).With the exception of two firms (out of ten),measures were collected through a combination of automatically generated information (e.g.as part of the accounting system,ISO 9000procedures,etc.)and specially generated for design anddevelopment.This was also higher than the questionnaire average (66per cent).A variety of people were responsible for reporting the measures,ranging fromfinance,IT/MIS and individual departments but with project teams taking responsibility in the majority of cases (60per cent).Again,this was higher than the questionnaires (41per cent).Where they did differ from general opinion was in the introduction of more performance measures.Virtually all stages were mentioned by follow-up caserespondents,but their most popular answer was to introduce additional measures at the feasibility stage (40per cent).This contrasts with the questionnaire respondents who considered that the specification stage was where they were most needed.Table IProfiles of follow-up case companies Ref.No.of employees No.of NPD aNature of No.Sector Site wide D&D projects Interviewee position production 1Chemicals 20010070R&D manager Mass2Engineering 48,0002,500500Project manager Project/batch 3Food 300308Technical director Mass 4Clothing 240740-50Technical director Batch 5Ventilation 3001210-20Technical director Mass 6Automotive 185145255Program manager Mass 7Adhesives 901210Technical manager Batch 8Brewing>3008030+Technical manager Batch9Instrumentation 200204Industrial engineer Batch/mass 10Sports equipment40012100sProject managerBatch/massNote:a Number of new product development projects run at one time Use of tools and techniques Reference No.Tools/techniques 12345678910Total Brainstorming 10CAD,CAM,CAE8Concept testing with customers6Design for X6Fishbone analysis4FMEA3Internal surveys 3QFD3Process mapping/flowcharting7Value analysis6[371]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378Types of performance measures usedThe questionnaire responses revealed that the most widespread measures among the ten companies were the monitoring of thenumber of projects completed per annum (80per cent),the number of field trials prior to production (80per cent),the actual versus target time for project completion (70per cent)and the number of new products released per annum (70per cent).Thepreferred frequency of reporting was almost evenly split between monthly and perproject.Scores of those measures used now are plotted along with those that will be used in future in Figures 3-5.They have been grouped into four categories;cost based (Figure 3),time based (Figure 4),quality/reliability based (Figure 5)and general measures (Figure 6)to aid presentation.The follow-up cases allowed theresearchers to determine the three mostimportant measures that are currently beingused in companies (Table IV)and those they would most like to introduce in the future.As these data are of a very qualitative nature,it was decided to present them as they were described,rather than forcing them into categories.This list clearly shows that time and cost are the most important measures ±as would be expected.What is surprising is the lack of quality measures in the top three.Is this because quality-related issues are toodifficult to measure or do the companies in this survey leave quality measures to the quality department?Perhaps there may be some other reason?This could provide an interesting starting point for further research.Performance measures:some notable opinions from the ten firmsAs with current usage of performance measures,differences existed in what wasManagement of the measurespany name (disguised)Who brought in performance measures?How are measures collected?a Who isresponsible for reporting measures?Who measures are visible to (i.e.who sees them)NPD stage where more measures would be most useful Have ISO 9000?Use of cross-functional teams?1Plastico Division IT managerSpecially formulatedCentrallymanaged by IT All senior and project managers Feasibility No Some of the time 2Global pany-wide task forceMixture Project/team based CEO,team,seniormanagement All stages Yes Some of the time 3Petproducts LtdCorporate-led directive as part of ISO 9000MixtureDepartment/finance based CEO,finance,seniormanagement SpecificationYesAll of the time4Seasonswear Plc Technicaldirector Mixture Project/team based Team,senior management,finance Prototyping and tooling Yes Some of the time 5Airvent LtdMDMixture Project/team basedAll;``anyone who asks''Specification Yes Some of the time6Autosystems Inc.MD Specially formulated Project/team basedAll Detailed design Yes All of the time 7GluecoMDMixture Department basedProject team and project managers FeasibilityYes Some of the time 8Brewmasters UK MDMixtureProject/teamand department based(depending on project)AllConcept design 9002All of the time9Weighdex MD Mixture Department based CEO and senior management Feasibility Yes Some of the time10SportscoProject managerMixtureProject/team basedAll managers Feasibility NoSome of the timeNote:a Some measures were automatically generated from existing reporting information and some were specially formulated,with time spent collecting them [372]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378required for future measures across the ten companies.At Plastico,where they have only recently introduced formal performancemeasurement,the technical manager stated:We currently have an ad hoc system,where people monitor their own project time but realistically the results are questionable.Basically,we would like to be able to manage this area more effectively.At Global Engineering Co.things are more advanced,with performance measures beingintegrated into the new product introduction process.The project manager states:We are not satisfied with the number of measures currently used,we need more measures of performance to addressefficiency of the process and ones to giveearly warning of potential problems,etc.The major barrier to this is the lack of systems in place to support more measurement.The company is increasingly aiming to automate data collection because,as the number of projects increases,the cost of data collection becomes more significant.At Petproducts Ltd,the technical director sees performance measures continuing to play an important role:Our main measure has been and always will be (for the foreseeable future)growth.The key for us over the last five years has been to define additional critical measurements and find ways of assessing this performance in a pragmatic manner.I believe we have achieved this.At Seasonswear Plc,the technical director explained that:There are currently no strategic levelmeasures to compare the company divisions globally but I feel it is only a matter of time before this happens.We may eventually write a bespoke package in-house but this could take some time.We would especially like a ``what-if''scenario to help us schedule activities to avoid bottlenecks around the constrained activities.At Airvent Ltd there are severalimprovements that the technical director wants to make to the measurement system in the future:We are a very engineering-led company.While we want to retain this focus,we need to increase our consideration of the marketing aspects.This will be built in to the ``contract [product specification document].At Glueco,the technical manager wanted to focus on seemingly basic goals:The costing of projects is extremely difficult (especially for projects of indeterminate duration)but we really need to get a better approximation ±its currently very much based on gut feeling.However,we areencountering the usual problems of people feeling like they are being tested and tracked and others complaining that it's a waste of time or simply forgetting to fill out the sheets.Another performance measure that we would like to introduce in future is thenumber of new products released per annum against the increased sales generated.At Brewmasters,the engineering project manager had many ideas for future improvements.He stated:We need to find a way of using our resources more effectively.I would like to formalizeTable IVThree most important performance measures usedNo.of companiesTimeAverage time to market 2On-time delivery of PDP 3Schedule adherence 3CostTotal project cost against budget4Profitability analysis ±performance against objectives 2Product cost1Actual to predicted profit on products1Product development cost as percentage of turnover 1Margin analysis 1Quality and customerNo.and nature of engineering change requests (ECRs)per project1Adherence to original product specification 1Field trials 1GeneralPercentage sales from new products vs total sales 1No.of (new)products released p.a.3No.of successful development projects vs total no.of projects 2Money generated by new products over first two years vs total sales value1No.of products taken up (from project portfolio)vs total no.available1Figure 2Communicating performancemeasures[373]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378suggestions for future improvements (that could be fed back into the procedures).At Sportsco,the NPD manager had this to say about future improvements:I would like to see more performancemeasures at the feasibility stage of product development.Better market information would be the biggest improvement to input into the product specification.Of course this is very difficult to achieve.Auto Systems Inc.and Weighdex are the subject of a more comprehensive discussion which is presented in the following section.In general,the follow-up case companies were more advanced in their awareness ofand use of performance measures for design and development than the companies covered via questionnaire research.This is perhaps to be expected,because those who agree to deeply intrusive studies of this nature may have already taken the first steps towards substantial re-engineering of their development processes targeting for substantial improvements.Case study 1±Auto Systems Inc.Auto Systems Inc.(AS)designs and manufactures the full range of brakingsystems for many of the world's automobile manufacturers.It is part of a globalengineering group,with manufacturing sites across the world.The company operates under a matrix structure,with ``heavy-weight''cross-functional teams assigned to work on projects for different customers.The program manager at AS's UK design center explained how projects are organized:We have two types of teams,those working on a particular product type (e.g.brake discs)and those working with one customer.The performance measurement system was designed and implemented by the program manager.He firmly believes that ``measures of performance are a blunt tool''and that essential measurements are applied only to the areas of performance they are likely to improve.``Basically,they need to be valid to your business,otherwise it is likely that improvements will be made against areas that are not core to the problem and which may in fact cause deterioration in other areas of operation''.It was decided that there were three main criteria.First,there needed to be asignificant amount of resource utilized.Second,there are significant bottlenecks in time.Third,the equipment overhead rate is expensive.An additional consideration was that in order to be measured,activities require having a certain amount ofrepetitiveness,where the order of magnitude of the tasks and their complexity is largely the same.Initially four metrics were selected but,after short-term trials,one of them ±concerned with measuring the number of change notes over a period ±was rejected as being too prone to interpretation.The remaining three are listed below.The three most important performance measures they use are:1Actual vs target time for projectcompletion,i.e.schedule adherence where progress is monitored monthly on all projects.CostmeasuresTimemeasures[374]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±3782Product cost,monitored monthly during design and development.This includes shop-floor labour costs and material costs.Variance directly affects profit margin,as once the contract has been tendered,that price has to be maintained.There are two ways of costing time;use the functional budget for engineering (current practice)or on a project basis.The company wants to move towards the project basis as it is a more accurate reflection of its activities.3Total cost of project ±monitored monthly.This includes engineers'hours,any purchases and sub-contractors'hours.Without monitoring,project costs may spiral out of control and affect the potential profitability of the project.Projects are measured by the overallperformance of the project team and not by the performance of an individual or function:``There is no point using measures againstpeople.On the individual level,measures need to be made non-threatening by encouraging investigation of the teammember's role to search for improvements''.Performance was monitored by the project manager and communicated.On the subject of softer measures such as communication,the project manager had this to say:Measures of performance must be something you can physically get in your hand.``Communication''is not solid enough ±even if you have a feeling about what is happening,it's hard to prove.For example,how do you assess the cost of failure if it is attributed to communication?More importantly,communication is the cause rather than the effect,so if anything it should feed into other measures.Case study 2±WeighdexWeighdex is a well-established,small to medium sized company that designs and manufactures a range of mechanical and electronic weighing equipment.Products include bench scales,crane-weighers,counting scales and electronic weighingplatforms,manufactured on a make-to-order basis.They are part of a larger group based in the South of England,with another sister company in USA.The company has grown rapidly over the last ten years and isplanning to double its size again over the next three years.As part of this expansion,world exports,which currently represent approximately 15per cent of business,will be targeted as a major growth area.Additionally,a large part of the business comes from the company's reputation for after-sales service.Weighing is very much a trade-led business.Conforming to safety standards and weighing and measuring legislation is a vital part of the productdevelopment process.The company ISO 9001certified and has a comprehensivecontinuous process improvement program.Most bottlenecks that occur during product development tend to revolve around early errors.The industrial engineer stated:Basically (wrong)decisions or mistakes made at the feasibility and concept design stages manifest themselves in later stages,especially during tooling and pre-production.Of course,problems that are not spotted at the start of a project cost far more to resolve at the end.I would like to see more research done and measures taken earlier to prevent these problems occurring.The three most important performance measures they use are:1Actual to predicted profits on products.Figure 6GeneralmeasuresFigure 5Qualitymeasures[375]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378。
国外知识产权信息管理系统研发现状分析及借鉴价值
者维护自己的版权数据并自动处理授权事务的网络版权 管理系统将在没有人工干预的情况下工作，它最大的好 处是显著地降低版权交易费用，理想的版权管理系统还 应当在用户取得授权后即刻将作品的实际内容提交给用 户。网络
版权管理系统的主要应用领域是在数字化网络上实现作 品内容的商业化传播。用户的要求可能既包括作品内容 又包括作品使用权；也可能他已经获得了作品内容，只 是希望得到使用授权；还可能是已经获得了授权但要对 原有授权
但相对而言uspto商标管理系统的不足之处是缺乏直观的视窗界此外wwwavantiqcom网站是一个开发最早信息资源最为丰富的提供在线商标数据库检索的信息检索系统它汇集了28个国家的商标数据库并通过新开发的查询中心功能为用户提供了多数据库检索个性化数据库组合检索交叉检索等更多的检索途径强化了商标信息服务功能
询或高级查询、浏览词典或查询索引，从而使商标申请 人掌握商标档案中的商标注册情况。ＴＥＳＳ可提供免 费服务，但数据仅限于美国联邦商标数据４。二是商标 检索子系统（ＴＡＲＲ），通过选择流水号或注册号， 用户可检
索商标数据库中的商标信息。三是商标在线申请子系统 （ＴＥＡＳ），它是ＵＳＰＴＯ商标信管系统中开发最 早、功能最突出最完善的一个子系统，主要提供了两种 申请手段，即电子申请和纸件申请。电子申请可直接利 用电子邮
１９９７年１１月开始研制新的商标电子申请系统ＴＥ ＡＳ，并于１９９８年１０月在全球首先开通ＴＥＡＳ 网站，也体现出美国政府在电子商务方面的世界领先３。
目前，该网站所建立的商标信管系统更加完善
，也是互联网中最为全面、功能最为强大的商标信管系 统，该系统主要由以下几大模块构成。一是在线商标电 子查询子系统（ＴＥＳＳ），它提供了四种不同的查询 手段，即新用户查询或基本查询、结构查询或布尔查询、 自由查
丹麦专业一览表
丹麦专业一览表Aalborg UniversityMSc in International Business EconomicsMSS in Development and International RelationsMSS in European StudiesMSc in Environmental ManagementMSc in AcousticsMSc in Intelligent MultimediaMSc in Indoor Environmental EngineeringcMSc in Biomedical EngineeringMSc in Environmental EngineeringMSc in Mobile CommunicationsMSc in Oil & Gas TechnologyMSc in Applied Signal Processing and ImplementationMSc in Digital CommunicationsMSc in GPS TechnologyMSc in Intelligent Autonomous SystemsMSc in Software Systems EngineeringMSc in Knowledge and Data EngineeringMSc in Power Electronics and DrivesMSc in RF Integrated Systems and CircuitsMSc in Sustainable Energy Engineering (Electrical - or Thermal Specialisati MSc in Network Planning and ManagementMSc in Fluids and Combustion Technology (FACE)MSc in Industrial BiotechnologyMSc in Chemical EngineeringAarhus Business CollegeBachelor of Arts in Marketing and Management CommunicationBachelor of Science in Business AdministrationMSc in Business Performance ManagementMSc in Finance & International BusinessMSc in EU Business and LawAarhus Technical CollegeIT- and Electronics EngineerMultimedia DesignerChemical and Biotechnical ScienceAarhus UniversityMSc in OrthodonticsMSc in EconomicsMA in European StudiesMSc in Natural SciencesMA in Cognitive SemioticsSupplementary Discipline: General SemioticsPhD in areas of Cognitive SemioticsAcademy for Business and Technical studies, SoenderborgIT- and Electronics TechnologistFashion Design TechnologistAdvanced Computer ScienceMechanical EngineerBusiness and Technical College of BornholmService ManagementMultimedia DesignAdvanced Computer ScienceCopenhagen Business SchoolMSc in Applied Economics and Finance (AEF)MSc in International Business (IBS)Msc in International Marketing and Management (IMM)MSc in Management of Innovation and Business Development (MIB)MSc in International Business Admin. & Modern Languages (cand.merc.int.) BSc in International BusinessBSc in International Business Administration & Chinese/Japanese (ASP) MSc in Intern. Business Admin. & Japanese/Chinese (Asian cand.merc.int)Copenhagen Polytechnic Academy of Building, Construction and Industrial PrBachelor of Architectural Technology and Construction ManagementEngineering College of CopenhagenElectronic and Computer EngineeringErhvervsakademi VEST - Business Academy and IT AcademyMarket EconomistAdvanced Computer StudiesMulti Media DesignHHC Business School CentreB.Sc. in Economics and Information TechnologyIMMA - The Interactive Media & Marketing Academy Multimedia Designer ProgrammeInternational Business College (IBC)Market EconomistInternational Business CertificateIT University of CopenhagenInternational Master of IT (Multimedia Technology)Niels Brock Copenhagen Business CollegeMarketing EconomistInternational Business Certificate (IBC)Advanced Computer ScienceNOEA Institute of Applied ManagementIT & Electronics ProgrammeMarket Economist ProgrammeAdvanced Computer Studies ProgrammeHospitality and Tourism ProgrammeOdense Technical CollegeIT- and Electronics TechnologistRoskilde Business CollegeMarket EconomistAdvanced Computer ScienceICC - International Certificate of CommerceMaster in European Social Policy Analysis - MESPAMaster in Environmental Policy and Global Challenge Master in Society, Science and Technology in Europe - ESST MSc - Environmental BiologySouth Zealand Business CollegeMarket EconomistDatamatician, Advanced Computer ScienceStorstroem Business SchoolBachelor of Leisure ManagementTechnical University of Denmark (DTU)MSc in Environmental EngineeringMSc in Computer Systems EngineeringMSc in Computing and MathematicsMSc in ElectronicsMSc in TelecommunicationsMSc in Wireless EngineeringMSc in Engineering AcousticsMSc in BiotechnologyMSc in Petroleum EngineeringMSc in Wind EnergyMSc in Chemical EngineeringMSc in Polymer EngineeringMSc in BioinformaticsMSc in Coastal and Maritime EngineeringThe Danish Business Academy, Randers Business College Diploma in Service ManagementMarket Economist ProgrammeThe Herning Institute of Business Administration and Technology BSc (im) Bachelor of Science in International ManagementThe Hotel and Catering College of CopenhagenService EconomistThe Royal Veterinary and Agricultural University (KVL)MSc in HorticultureBSc in HorticultureMaster of Laboratory Animal ScienceMaster of Veterinary Public HealthMSc in ParasitologyMSc in Agricultural DevelopmentDairy Science and TechnologyTietgen Business CollegeThe Marketing Economist ProgrammeMultimedia DesignerUniversity of CopenhagenThe Master's Programme in International HealthUniversity of Southern DenmarkMSc in BiotechnologyMSc in European StudiesMSc in International ManagementBSc in Business AdministrationMSc in MechatronicMSc in Physics and Technology EngineeringMSc in Chemical EngineeringMSc in Computer Systems EngineeringMSc in IT Product DevelopmentBSc in Engineering - MechatronicsBachelor of Engineering - Management and TechnologyMSc. in Engineering - Innovation and BusinessMSc. in Computer ScienceMSc. in Biology - Biological OceanographyMaster of Public HealthMSc in Environmental BiologyM.A. in EnglishM.A. in American StudiesVejle Business CollegeAdvanced Computer ScienceVitus Bering Centre for Higher EducationBachelor of Architectural Technology and Construction ManagementVitus Bering Centre for Higher EducationMarket EconomistIT University of CopenhagenMSc in BioinformaticsMSc in BiotechnologyMSc in Chemical EngineeringMSc in Coastal and Maritime EngineeringMSc in Computer Systems EngineeringMSc in Computing and MathematicsMSc in ElectronicsMSc in Engineering AcousticsMSc in Environmental EngineeringMSc in Petroleum EngineeringMSc in Polymer Engineering and ScienceMSc in TelecommunicationsMSc in Wind EnergyMSc in Wireless Engineering。
OpenText ALM Octane商业发布说明说明书
ALM/Quality Center to ALM Octane Migration Safely and quickly migrate from ALM/Quality Center to ALM OctaneExecutive SummaryIT has a unique opportunity to become theengine that drives innovation, differentiationand business success. As organizations drivetowards the digitization of everything, balanc-ing speed, quality and scale is a key successfactor, but also a challenge for those teamsresponsible for building, testing, and deliveringthe increasingly complex software necessaryto compete in today’s digital marketplace. Manysuch teams are adopting DevOps, Agile devel-opment, Continuous Integration, T esting andDelivery and require a platform to help themestablish and evolve these capabilities.OpenT ext™ Application Lifecycle Management (ALM) Oc t ane is a rich, unified, open platform for your application teams to plan, define, build, test, track, and accelerate the delivery of high-quality applications. It helps teams drive innovation and enhance customer satisfaction with real-time visibility across enterprise proj-ects, Agile release trains, and management of the complete end-to-end pipeline of applica-tion delivery.OpenT ext™ ALM/Quality Center to ALM Octane Migration service from OpenT ext Professional Servi c es helps you transition from traditional delivery to a new way of working. This service not only helps you migrate safely and reliably from ALM/Quality Center with our automated tool, we assist you to decide what you will mi-grate, how to adapt to a new way of working and modernize your application delivery capability. About ALM OctaneALM Octane is a unified platform for defining, managing, and automating activities, gaining in-sight, and sharing assets to deliver applications Figure 1. Capabilities of ALM Octanefrom ideation to production. It manages theprocess and assets from requirements defi-nition through software development, manualand automated testing, defect tracking all theway to the application readiness assessmentfor delivery.ALM Octane integrates with upstream projectportfolio management software and downstreamapplication release automation, continuous de-ployment, monitoring, and incident managementsoftware to drive complete visibility and man-agement of applications from inception to retire-ment. By its nature ALM Octane is your applicationlifecycle platform for the digital revolution.ALM Octane fits within your environment notas a standalone solution but as a convergencepoint for all your application lifecycle solutions.It seamlessly over-arches your ContinuousIntegration and T esting tools, and drives truecollaboration, shift-left quality, innovation andagile delivery.Service OverviewThe ALM/Quality Center to ALM Octane Mi-gration Service is designed to accelerate yourtime to value and get you up and running withALM Octane quickly.Figure 2. ALM/Quality Center to ALM Octane Migration processServices FlyerIt includes the following activities:■Analyze yourALM/Quality Center site and project setup■Planning the migration, understanding what should be migrated and how it canbe migrated■A workshop with your team to understand the differences in working with ALM/Quality Center and ALM Octane and plan for the new way of working■Agile coaching■Prepare environments for testing & production■Preparation of the ALM Octane instances ■Installation of the ALM/Quality Center to A LM Octane migration tool■T est & validate the ALM/Quality Center to ALM Octane migration process■Walkthrough tested migration resultswith stakeholders■Confirm migrated data with stakeholders: Requirements, Manual T ests, T est Runs, Defects, Relationships, User-Defined Fields ■Confirm manually configured items: Workflows, Rules, Forms, Reports and Dashboards■Run the production migration process■Once all projects in scope have been migrated, finalize migration results and confirm that migration is completed BenefitsOur service provides real and tangible benefits:■Expertise, knowledge & insight neededto plan a successful ALM Octane rollout■A reliable, fast and smooth migration using our automated migration tool■Coaching and recommended practices for ALM Octane for a seamless transition, evolving your practices and adopting new capabilitiesThe Professional Services Difference OpenT ext™ provides unmatched capabilities with a comprehensive set of consulting and im-plementation services and unique intellectual property that help you drive innovation through streamlined and efficient software delivery:■Proven OpenT ext software solution implementation expertise■More than 20 years of experience helping large, complex, global organizations realize value from their OpenT ext software investments■Rich intellectual property and unparalleled reach into product engineering■T echnology-agnostic implementation approach with no vendor lock-in, no rip- and-replace■Education and support services to ensure adoptionLearn more atOpenT ext Professional ServicesOpenT ext Application Lifecycle Management Services/opentext261-000176-001 | O | 04/23 | © 2023 Open T ext。
HP OneView 产品介绍说明书
Too many management obstacles?Today, siloed infrastructure and management processes make it difficult for IT organizations to keep up with the demands of the business. Non-standard manual tasks; multiple hand-offs between server, storage, and network administrators; and incomplete process automation complicate IT service roll-outs and ongoing management. They can also lead to costly errors.To address these issues, you need:• A converged management platform that unifies management of servers, storage, and network—breaking down the walls between infrastructure silos • Simple, software-defined process templates that allow connectivity, compute, and firmware settings to be programmed once and rolled out the same way every time • A platform that can be accessed programmatically through industry-standard application programming interfaces (APIs) to exponentially accelerate the speed of management task execution You need HP OneView.Exciting new approach to infrastructure management To eliminate infrastructure complexity, HP OneView automates the delivery and operation ofIT services—transforming everyday management of server, storage, and network resourcesin physical and virtual environments. HP OneView improves IT administrator efficiency byconverging management of HP server, storage, and networking resources. It speeds IT serviceroll-outs and helps actively prevent error-induced downtime through a template-based,software-defined approach to management. And HP OneView saves time by acting as anautomation hub that performs infrastructure configuration and management tasks at therequest of other applications.HP OneView featuresStandard• Map View• Smart Search, Activity View, Dashboard• Monitoring/Inventory/Reporting• REST API access• Technical Support and Software updatesAdvanced• All the standard features• Partner integrations• Software-defined infrastructure (profiles,groups, sets)• Storage provisioning and SAN zoning• Virtual Connect advanced management• Firmware management• Power management (3D visualization)• OS provisioning• Remote management Data sheetHP OneViewEliminating infrastructure complexity with automation simplicity2HP OneView reduces OPEX and improves agility, so you can free-up resources to focus on new initiatives that will help grow your business. HP OneView interoperates closely with HP CloudSystem, HP Business Service Management, VMware® vCenter, and Microsoft® System Center. It helps lay the foundation for Infrastructure-as-a-Service delivery through the cloud solution of your choice.Transform the way you manage your IT infrastructure Converge your management experience You can use HP OneView to automate the deployment, update, and ongoing management of HP ConvergedSystem offerings and HP Converged Infrastructure components. The customizable HP OneView dashboard provides an easy-to-understand summary/status of servers, storage pools, and enclosures. Color-coded icons tell you which systems are functioning properly and which ones need help—whether you manage five systems or 500.• One platform manages HP ProLiant DL servers, HP BladeSystem, and HP 3PAR StoreServ storage.• Smart Search instantly finds what you are looking for without forcing you to search through long and complicated tree views.• 3D Power/Thermal Mapping provides intuitive power management.• Pre-configured reports help catalogue inventory and alerts, facilitating asset management and creation of internal status reports to IT and business leadership.• Email event notification alerts administrators of potential problems in real time.HP Operations Analytics for HP OneView collects and analyzes HP OneView data to pinpoint the root cause of system outages and performance problems. It also allows administrators to build a profile for a normal operating environment and identify trends indicative of future problems before they occur.New HP Virtualization Performance Viewer for HP OneView extends the value of HP OneView with capacity optimization so you can forecast and model future capacity needs.Figure 1. Converged infrastructure managementHP OneView is:• Converged —Manage across compute, storage,and networking and enjoy a 50 percent reductionin tools to learn, manage, deploy, and integrate.1• Software-defined —Capture best practiceknowledge in templates to guarantee thatinfrastructure is deployed and managed theright way every time.• Automated —Use HP OneView REST APIsto deploy a VMware vSphere cluster in justfive easy steps 2 and leverage HP OneViewas the infrastructure automation hub foryour enterprise.1 B ased on HP internal analysis, May 2014,comparing OneView 1.10 vs. the traditionalapproach to infrastructure managementrequiring eight tools.2 D etermined during HP internal testing inJanuary 2014, comparing HP OneView 1.05 withthe HP Insight Control for VMware vCenter Server v7.30 plugin vs. traditional HP management tools.Server Profile Templates Define configurations once, in minutes, and then provision or update the configuration many times—consistently and reliably with no repetitive tasks Driver & Firmware Update Device drivers and firmware update can be automated at scale with HP OneView. Profile templates used in combination with HP Software Update Tools enables staged (online) update of drivers and firmware Profile Mobility Flexibly migrate and recover workloads—new profile mobility supported across server platforms and generations Multi-Hop FCoE Support HP OneView provides a powerful multi-fabric strategy—from pure end to end FCoE, to hybrid FC/FCoE to pure end to end FC connections. Now supporting dual hop and multi-hop FCoE on supported configurations SAN health connection monitoring Proactive SAN Volume Attach Monitoring—Proactive alerts provided for data path failures and data path configuration issues Storage Snapshots and Clones Providing SAN volume snapshot & clone operations within HP OneView Virtual Connect—Quality of Services (QoS)Provides prioritization for designated networking traffic flows and guarantees certain level of performance through resource reservation VC Migration Enhancements Migration Wizard automates Virtual Connect Domain migration with a single push of the button—new enhancements to this capability including Gen9 support What’s new Compute Network StorageHP OneView Automation Hub Message bus + REST API provides a closed loop automation solution What has changed in the environment?What action needs to be taken?Out-of-the-box standard integrations - HP - VMware - Microsoft - Red Hat®- OpenStack®Storage Servers Networking 3Software-defined infrastructure management Software-defined management allows you to create templates that define infrastructure services. This way, you can deliver IT services in a fast, repeatable, and reliable manner at lower cost and with fewer errors.• Profiles and groups capture best-practices and policies for configuration of network uplinks and downlinks, storage volumes, blade enclosure and blade and rack mount server configurations and firmware baselines. You can create profiles and groups once, and then roll them out to as many enclosures, servers, and storage arrays as you like. Doing so increases productivity and guarantees compliance and consistency.• OneView visualizes the connections between infrastructure elements, so you can better understand the impact of hardware faults, performance bottlenecks, or other conditions on the surrounding infrastructure.• You can take advantage of intelligent configuration checking to make certain that changes to network or storage configurations don’t inadvertently disrupt production workloads.Automated platform An essential feature of the software-defined data center is automation—which becomes more powerful when numerous tasks from multiple tools are linked together using industry standards. HP OneView creates a closed-loop automation hub with consistent, industry-standard APIs; a uniform data model; and a subscription-based message bus. With HP OneView, you can automate deployment of multiple enclosures, blades, storage, and networking programmatically—using the industry-standard REST interface or your choice of PowerShell and Python language bindings. With HP OneView automation capabilities, you can:• Inform multiple management tools such as HP Operations Manager, Microsoft System Center or VMware vCenter Server or systems administrators of changes to the infrastructure managed by HP OneView • Quickly react to environmental changes by deploying or updating resources, updating asset management records, or automatically creating service tickets • Enable virtualization administrators to automate control of all HP resources—without having detailed knowledge of each device—via integration with VMware vCenter and VMware vCenter Operations and Microsoft System Center • Automate power and location discovery 3 T he number of steps was determined byHP internal testing in January 2014, comparingHP OneView 1.05 with the HP Insight Controlfor VMware vCenter Server v7.30 plugin vs.traditional HP management tools.4 B ased on HP internal testing in May 2014,comparing HP OneView 1.10 vs. traditionalmanagement tools to deploy 32 server clusterson HP ProLiant blades, 3PAR 7200 storagearrays, and Brocade switches.5 B ased on HP internal testing in August 2013,comparing HP OneView 1.0 vs. traditionalHP management tools, each deploying 16 servers.The test was to configure the networks,enclosure, template, and profiles. HP OneViewtakes 14 minutes of an admin’s time vs. traditionalHP management tools taking 170 minutes of anadmin’s time.6 B ased on internal estimates made byHP for the standard time to configure anHP ConvergedSystem 300 for Virtualization.7 B ased on HP internal testing of HP OneView 1.0 vs.manual operations, as of September 2013. WithHP OneView, it takes 30 seconds of a user’stime to add a network vs. 12 minutes withmanual operations.8“HP OneView Expected to Play Critical Role inDifferentiating HP ConvergedSystem Sharks,”IDC, March 2014.“This people-centric approach to unifying and automating the full spectrum of HP systems administration capabilities delivers significant productivity benefits across IT administration teams, while improving business agility.”– IDC 8Figure 2. HP OneView is an intelligent automation hub Proof by the numbersIt’s one thing to claim excellence. It’s another toprove it with verifiable facts and figures.• Five easy steps to deploy a VMware vSpherecluster 3• Ability to create clusters in hours instead ofthe days required with current server, SAN, andstorage management tools 4• 96 percent reduction in server configurationtime 5• 20 minutes to configure a newHP ConvergedSystem 6• Four commands to access all HP OneViewtelemetry and control functions• 24X faster to change network configurations 7Rate this documentShare with colleagues Sign up for updates /go/getupdated Why HP for converging your IT?Delivering systems that are purpose-built by design Uniting market-leading HP Converged Infrastructure with decades of experience in solution design, HP delivers the ConvergedSystem portfolio—offering a purpose-built system that dramatically simplifies your IT. There’s no need to build your own systems, because HP has done all the pre-engineering, validations, and testing for you—saving a considerable amount of your IT administrators’ time. Through quick deployment, automated management with HP OneView, and system-level support, your IT staff can be freed up to innovate. With HP OneView built into your HP ConvergedSystem, you can:• Simplify management with one consistent infrastructure management platform that replacesseveral tools, and includes unified physical and virtual management through VMware vCenteror Microsoft System Center• Free up your IT staff’s time by automating everyday tasks using software-defined templatesto create resource profiles and groups once, and then roll them out to hundreds of enclosuresand systems in minutes• Deploy complete VMware vSphere or Hyper-V clusters in minutesWith HP ConvergedSystem, you don’t get disparate technologies from different vendors boltedtogether and called “converged.” Instead, you receive components designed from the start forconvergence, coupled with integrated OneView management and workload optimization basedon decades of expertise. The result—a single holistic computing ecosystem.Get the support you need with comprehensive HP servicesYou can count on smooth operations with HP by your side. We offer a range of support servicesto deliver the precise level of assistance you need.• Three-year, 24x7 HP Technical Support is included in the purchase of OneView software. Youcan extend this coverage to four or five years to match your hardware support coverage andmake sure your solution is completely supported.• HP Proactive Care Service offers access to enhanced call center support for your HP ProLiantBladeSystem servers running HP OneView. HP Proactive Care provides a personalized andsimplified support experience.• HP Education Services can help familiarize your staff with HP OneView.• HP Installation and Data Migration Services are available to ease your transition toHP OneView, and allow you to plan your data migration with expert assistance.How do I get started?• Explore HP OneView demos• Contact your HP representative or authorized channel partner today for a live demo• Download the free 60-day trialLearn more at /go/oneviewGain the skills you need with ExpertOne trainingand certification from HP. With HP ProLianttraining, you will accelerate your technologytransition, improve operational performance, andget the best return on your HP investment. Ourtraining is available when and where you needit, through flexible delivery options and a globaltraining capability. /learn/proliantCustomize your IT lifecycle management, fromacquisition of new IT, management of existingassets, and removal of unneeded equipment. /go/hpfinancialservices © Copyright 2013–2015 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. The only warranties for HP products and services are set forth in the express warranty statements accompanying such products and services. Nothing herein should be construed as constituting an additional warranty. HP shall not be liable for technical or editorial errors or omissions contained herein.Microsoft is a trademark of the Microsoft group of companies. Red Hat is a registered trademark of Red Hat, Inc. in the United States and other countries. VMware is a registered trademark or trademark of VMware, Inc. in the United States and/or other jurisdictions. The OpenStack word mark and the Square O Design, together or apart, are trademarks or registered trademarks of OpenStack Foundation in the United States and other countries, and are used with the OpenStack Foundation’s permission.4AA4-6214ENW, June 2015, Rev. 6。
项目管理英语
Project Location 项目地点Project Log 项目日志Project Logic 项目逻辑关系Project Logic Drawing 项目逻辑图Project Maker 项目制造者Project Management ("PM") 项目管理Project Management 项目管理Project Management Competence 项目管理能力Project Management Elements 项目管理要素Project Management Information System 项目管理信息系统Project Management Integration 项目管理整合Project Management Manual 项目管理手册Project Management Office ("PMO") 项目管理办公室Project Management Plan 项目管理计划Project Management Process 项目管理过程Project Management Professional ("PMP"?) 项目管理专业人员Project Management Software 项目管理软件Project Management Team 项目管理团队Project Manual 项目手册Project Policies/ProceduresProject Matrix 项目矩阵组织Project Milestone 项目里程碑Project Mission Statement 项目使命说明书Project Monitoring 项目监测Project Network Diagram 项目网络图Project Network Techniques 项目网络技术Project Objective 项目目标Project Objectives 项目目标Project Office 项目办公室Project Organization 项目组织Project Oriented 以项目为导向的Project Output 项目输出Project Personnel 项目人员Project Phase 项目阶段Project Plan 项目计划Project Plan Development 项目计划制定Project Plan Execution 项目计划执行Project Planning 项目计划编制Project Policies 项目方针Project Portfolio 项目组合Project Portfolio Management 项目组合管理Project Portfolio Plan 项目组合计划Project Pre-Selection Meetings 项目初选会议Project Priorities 项目优先权项目优先次序Project Priority Class 项目优先等级Project Problem 项目问题Project Procedures 项目流程Project Procedures Manual 项目流程手册Project Processes 项目过程Project Procurement Management 项目采购管理Project Procurement Strategy 项目采购策略Project Products List ("PPL") 项目产品清单Project Products List Fact Sheets 项目产品清单情况说明书Project Progress Report 项目进展报告Project Quality Management 项目质量管理Project Records Management 项目记录管理Project Reporting 项目报告项目汇报Project Resource Plan 项目资源计划Project Responsibility 项目责任Project Review 项目评审Project Review Calendar 项目评审日程表Project Risk 项目风险Project Risk Analysis 项目风险分析Project Risk Characterization 项目风险鉴定Project Risk Management 项目风险管理Project Risks 项目风险Project Schedule 项目进度Project Schedules 项目进度表Project Scope 项目范围Project Scope Management 项目范围管理Project Segments 项目组成部分Project Services 项目服务Project Sponsor 项目发起人项目赞助者Project Sponsor, Sponsoring Team 项目发起人发起组Project Stage 项目小阶段子阶段Project Stakeholder 项目干系人项目利益相关者Project Stakeholders 项目干系人Project Standard 项目标准Project Start Date/Schedule 项目开始日期/进度Project Startup 项目启动Project Status 项目状态Project Status Report 项目状态报告Project Strategy 项目策略Project Structure 项目结构Project Success 项目成功Project Success Criteria 项目成功标准Project Success/Failure Criteria 项目成功/失败标准Project Support Office 项目支持办公室Project Task Force 项目特别工作组Project Team 项目团队Project Team Members 项目团队成员Project Teamwork 项目团队协作Project Technical Plan 团队技术计划Project Termination 项目终止Project Time Frame 项目时间框架Project Time Management 项目时间管理Project Users 项目用户Project Valuation 项目估价Project Visibility 项目可见性Project Vision 项目远景Project Vision Statement 项目远景说明书Project Web Site 项目网站Project/Program Methodology 项目方法论Project-Based Management 基于项目的管理Enterprise Project ManagementProjectized 项目化Projectized Organization 项目型组织Proposal 建议书Proposal Form 建议书格式Proposal Project Plan 建议书项目计划Proprietary Information 所有者信息产权信息Prorated Cost 比例成本Prospectus 计划书说明书Protection 保护Prototype 原型Prototype Model 原型模型Prototype, software 软件原型Prototyping 原型制作Provisional Sum 补贴总额补助金PRTProduct Realization TeamPSPlanned Start DatePSAProfessional Services Agreement PSOProgram Support OfficePSPProfessional Services ProviderPublic 公众Public Relations 公共关系Public Sources 公共资源Public Speaking 公众演讲技巧Publications 出版物Published Model [MOF] 已发布的模型Punch List 剩余工作清单Punishment of the Innocent 无辜受罚Purchase 购买采购Purchase Order 采购订单Purchasing 采购Purchasing Strategy 采购策略Pure Risk 纯风险Insurable RiskPurpose 意图PVPrice VariancePVWAPlanned value for Work AccomplishedPVWSPlanned value for Work ScheduledQAQuality AssuranceQCQuality ControlQualification 合格证明Qualifications: Contractor 承包商资格证明Qualified Product 合格产品Qualified Product List ("OPL") 合格产品清单Qualitative 定性的Qualitative Risk Analysis 定性风险分析Quality 质量Quality Assurance 质量保证质量保证部门Quality Assurance Plan 质量保证计划Quality Assurance Policy 质量保证方针Quality Assurance Program 质量保证程序Quality Assurance Representative ("OAR") 质量保证代表Quality Assurance) ("QA") 质量保证Quality Audit 质量审核Quality Conformance 质量合格Quality Control ("QC") 质量控制质量控制部门Quality Criteria 质量准则Quality Evaluation Methods 质量评估方法Quality File 质量文件Quality Function Deployment 质量功能部署Quality Grade 质量等级Quality Guide 质量指南Quality Improvement 质量改进Quality Improvement Program 质量改进计划Quality Inspection 质量检查Quality Inspection Procedures 质量检查程序Quality Loop; Quality Spiral 质量环质量螺旋线Quality Management 质量管理Quality Management Function 质量管理职能Quality Plan 质量计划Quality Planning 质量计划编制Quality Policy 质量方针Quality Process Review 质量过程评审Quality Program Requirement 质量计划需求Quality Review 质量评审Quality Standards 质量标准Quality Surveillance 质量监督Quality System 质量体系Quality System Review 质量体系评审Quantitative 定量的Quantity Take-Off 工料估算Quantum 定额Queue 排队等待Quick Reaction Capability 快速反应能力RAMResponsibility/Accountability MatrixResponsibility Assignment Matrix RAMPRisk Analysis and Management for ProjectsRandom Observation 随机抽样观察Random Sample 随机抽样Range 范围Rank 等级Ranked Positional Weight Method ("RPWM") 重要位置排序法Ranking 排序Rapid Implementation 快速实施Fast TrackingRationale 原理说明RBSResource Breakdown StructureRDBMSRelational DataBase Management System Readiness Assessment 准备情况评估Real Property 地产房地产Real Time 实时Real World 现实世界Realization 实现Re-baseline 重定基线Rebaselining 重定基线Re_BaseliningRe-baselining 重定基线Recognized Profession 公认职业Recommend 推荐(动词) 建议Recommendation 推荐(名词) 建议Reconditioned 再修复Record 记录Record Drawings 图纸记录Record Retention 记录保留Recording Facts 记录事实Records 记录Records Management 记录管理Recruitment, Selection and Job Placement 招聘挑选和工作安排Recurring Costs 复发性费用Recurring Task 复发性任务周期性任务Reduced Inspection 精简检查Reduction in Force 缩编Redundancy 冗余多余人员Reengineering 重组再设计Reference Group 咨询小组Referent Power 威望权力Refinement, Schedule Refinement 改善进度改善Regression Analysis 回归分析Regulations 规则Regulatory 调整Regulatory Personnel 纪检人员Reimbursable Expenditure 可退还经费Reinforcement Theory 强化理论Rejected 被拒绝Rejection Number 遭拒底数Related Base 关联基Relationship 关系Relationship Float 关系浮动时间Release 发布发布版本Release Claims 发布声明Release Manager 发布经理Reliability 可靠性Reliability Assurance 可靠性保证Remaining Available Resource 剩余可用资源Remaining Duration 剩余工期Remaining Float ("RF") 剩余浮动时间Re-measurement 再测量Repetitive Work Sequence 重复工作系列Replacement Theory 替代理论重置理论Replacement value重置价值Replan 再计划Replanning 再次制定计划Report 汇报报告Report Specification File 报告规范文件Reporting 报告编写报告Reporting by Responsibility 根据职责汇报Repository 储存库Re-profiling 重新规划Reprogramming 重新计划Reputation 名誉Request for Appropriation ("RFA") 经费申请Capital Appropriation RequestRequest for Change ("RFC") 变更申请Request for Information 信息申请Request for Proposal 建议书邀请函征求建议书Request for Proposals 建议书邀请函征求建议书Request for Quotation 报价邀请函Request for Quotations 报价邀请函Requirement 需求Requirement Attribute 需求特征Requirement Specification 需求规范Requirement Type 需求类型Requirements 需求Requirements Definition 需求定义Requirements Flowdown 需求分解Requirements Management 需求管理Requirements of Society 社会需求Requirements Traceability 需求的可追溯性Requirements Traceability Matrix 需求的追溯模型Requirements Tracing 需求跟踪Requirements Workflow 需求工作流Reschedule 重定进度Rescheduling 重定进度Research 研究Research and Development 研究和开发Reserve 储备金Reserve For Scope Changes 范围变更储备金Residential Construction 民用建筑住宅建设Residual Risks 剩余风险Residual value残值Residue File 剩余资源文件Resolution 解决Resource 资源Resource Accumulation 资源累计Resource Aggregation 资源总和Resource Allocation Process 资源分配过程Resource Analysis 资源分析Resource Assignment 资源分配Resource Availability 资源可用性Resource Availability Date 资源可用日期Resource Availability Pool 资源可用库Resource Breakdown Structure ("RBS") 资源分解结构Resource Calendar 资源日历Resource Category 资源目录Resource Code 资源代码Resource Constraint 资源制约条件(约束) Resource De script ion 资源描述Resource Driven Task Durations 资源驱动的任务工期Resource Effort 资源工作量Resource Group 资源工作组Resource Histogram 资源柱状图Resource Identification 资源鉴别Resource Leveling 资源平衡Resource AllocationResource Limited Scheduling 资源受限的进度规划Resource LevelingResource List 资源清单Resource Management 资源管理Resource Needs 资源需求Resource Offset 资源偏移量资源互补Resource Optimization 资源优化Resource Period 资源持续时间Resource Plan 资源计划Resource Planning 资源计划安排Resource Plots 资源图表Resource Pool 资源库Resource Profile 资源量变曲线Resource Scheduling 资源进度计划Resource Smoothing 资源平滑Resource Thresholds 资源阀值Resource Total 资源总和Resource Unit 资源单元Resource-Based Duration 基于资源的工期Resource-Limited Planning 资源受限的计划Resource-Limited Resource Scheduling 资源受限的资源进度计划Resources 资源Resourcing Plan 资源计划Response Planning 响应计划编制Response System 响应系统Response Time 响应时间Responsibility 职责Responsibility Assignment Matrix ("RAM") 责任分配矩阵( RAM ) Responsibility Chart 职责表Responsibility/Accountability MatrixResponsibility Charting 职责表制作Responsibility Matrix 责任矩阵Responsibility Assignment Matrix.Responsibility/Accountability Matrix ("RAM") 责任矩阵( RAM ) Responsible Organization 责任组织Restraint 制约因素Restructuring 重组Resubmitted Lot 再次提交的组(批次)Result 结果Retainage 定金Retention 保留金Return on Investment ("ROI") 投资回报Reuse 复用Revamp 改进Revenue 收入Revenue Cost 收入成本收益成本Review 评审Reviewers 评审员Revision 修订Reward 奖赏Reward Power 奖赏权力Rework 返工RF 剩余浮动时间RFA 经费申请Request for Appropriation RFC 变更申请Request for ChangeRFP 建议书邀请函Request for Proposal RFQ 报价邀请函Request for QuotationRisk 风险Risk & Readiness Assessment 风险和准备情况评估Risk Analysis 风险分析Risk Analysis and Management for Projects ("RAMP")项目的风险分析和管理( RAMP )Risk Analyst 风险分析员Risk and Contingency Management 风险和应急管理Risk Assessment 风险评估Risk Assessment Tables 风险评估表Risk Assumption 风险假设条件Risk Avoidance 风险回避Risk Brainstorming 风险头脑风暴Risk Custodian 风险监督人Risk Data Applications 风险数据应用Risk Deflection 风险转移Risk Evaluation 风险评价Risk Event 风险事件Risk Event Status 风险事件状态Risk Factor 风险因素Risk Identification 风险识别Risk Management 风险管理Risk Management Budget ("RMB")风险管理预算( RMB ) Risk Management Plan 风险管理计划Risk Matrix 风险矩阵Risk Mitigation 风险减轻Risk Mitigation Strategy 风险减轻战略Risk Prioritizing 风险排序Risk Probability 风险概率Risk Process Manager 风险过程经理Risk Quantification 风险量化Risk Ranking 风险分级Risk Reduction 风险降低Risk Response Control 风险响应控制Risk Response Development 风险响应计划制定Risk Response Plan 风险响应计划Risk Response Planning 风险响应计划编制Risk Response System 风险响应系统Risk Review 风险评审Risk Sharing 风险共担Risk Transfer 风险转移Risk Treatment 风险处理Risk value风险值Risk, close-down report 风险结束报告Risk, process plan 风险过程计划Risk, project risk 风险项目风险Risks 风险Role 角色workerRoles 角色Roll Up 总成Rolling Wave 滚动计划Rolling Wave Concept 滚动计划概念Rolling Wave Planning 滚动计划规划Rough Order of Magnitude Estimate ("ROM") 粗数量级估计( ROM ) Royalties 特许使用费版税Rubber Baselining 橡皮基线Rule of Thumb 经验法则Rules 规则Rules of Evidence 证据规则Run Time 运行时间Runaway Project 失控项目S Curve S 曲线S Curve Tracking S 曲线跟踪Safety 安全措施Safety Plan 安全计划Salary Administration 薪酬管理Sales 销售Salvage 残值Sample 样品Sample Plan, Multiple 多次抽样计划Sample Size 抽样规模Sample Unit 抽样单元Sample, Representative 典型抽样Sampling 抽样Sampling Frequency ("f") 抽样频率Sampling Plan 抽样计划Sampling Plan, double 二次抽样计划Sampling Plan, multi-level 多层次抽样计划Sampling Plan, sequential 顺序抽样计划Sampling Plan, single 单次抽样计划Sampling Plan, single-level 单层次抽样计划Sampling, biased 有歧视性抽样SARSubsequent Application Review Satisfaction 满意SCScheduled CostScanning 扫描式检查Scenario 情景Scenario Planning 情景规划Schedule 进度表进度计划Project ScheduleSchedule Analysis 进度分析Network AnalysisSchedule Compression 进度压缩Duration CompressionSchedule Control 进度控制Schedule Dates 进度日期Schedule Development 进度安排Schedule Management 进度管理Schedule Performance Index ("SPI") 进度绩效指数Schedule Refinement 进度调整Schedule Revision 进度修正Schedule Risk 进度风险Schedule Status 进度状态Scope ReportingSchedule Update 进度更新Schedule Variance ("SV") 进度偏差("SV") Schedule Work Unit 进度工作单元Scheduled Cost ("SC") 计划成本Scheduled Cost of Work 工作的计划成本Budgeted Cost of Work ScheduledScheduled Finish ("SF") 计划完成点("SF") Scheduled Finish Date ("SF") 计划完成日期("SF") Scheduled Network 时间表/进度网络图Scheduled Performance Indicator ("SPI") 进度绩效指数Scheduled Performance Ratio ("SPR") 进度绩效比Scheduled Performance IndicatorScheduled Start ("SS") 计划开始点Scheduled Start Date ("SSD") 计划开始日期Scheduling 进度安排Scheduling Techniques 进度安排技巧Scientific Wild Anatomical Guess ("SWAG") 科学粗略剖析性猜测Scope 范围Scope Allowance 范围允许量Scope Baseline 范围基线另BaselineScope Baseline Approval 范围基线核准Scope Boundaries 范围边界Scope Change 范围变更Scope Change Control 范围变更控制Scope Changes 范围变更Scope Constraints 范围约束Scope Cost 范围成本Scope Creep 范围蔓延Scope Criteria 范围标准Scope Definition 范围定义Scope De script ion 范围描述Scope Interfaces 范围界面Scope Management 范围管理Scope of Work 工作范围Scope Performance/Quality 范围性能/质量Scope Quality 范围质量Scope Reporting 范围报告Scope Risk 范围风险Scope Risk Limits 范围风险限度Scope Schedule 范围进度Scope Statement 范围说明Scope Verification 范围验证范围确认Score 评分Scoring a Project's Contribution 项目贡献评分Scoring Plan 评分计划SCR 系统概念评审System Concept ReviewScrap 废料Screening 筛选法Screening Inspection 筛选检查SDL 软件开发库Software Development LibrarySDR 系统设计评审System Design ReviewSDWT 自我指导工作团队Self Directed Work TeamsSealed Bidding 封标Second Source 第二货源Secondary Float ("SF") 次要浮动时间Secondary Risk 次级风险Secondary Risks 次级风险Secondment Matrix 借调矩阵型Sector 部分扇区Sectors 部门Security 安全Security Acceptance Letter 安全许可证/函Security Plan 安全计划Segment 部分Selection 选择Self Directed Work Teams ("SDWT") 自我指导工作团队Self-Inspection 自检Self-Insurance 自我保险Seller 卖方Seller's Market 卖方市场Selling 销售Semantics 语义学Semi-Time-Scaled Logic Drawing 半时标逻辑图Senior Technical 高级技术人员Senior User 高级用户Sensitivity 敏感性Sensitivity Analysis 敏感性分析Sequence 序列Service and Support Personnel 服务和支持人员Service Contract 服务合同Service Liability 服务责任Product LiabilityServices 服务Setup 安装SFLevel Finish/ScheduleScheduled FinishSecondary FloatScheduled Finish DateShall 必须Shareholders 股东Shipment 发货Shop Drawings 施工图, 制造图Shop Inspection 出厂检验Short Term 短期Short Term Plan 短期计划Short Term Schedule 短期进度Short Term PlanShould-Cost Estimate 应该成本估算Show Stopper 项目障碍物Sign-Off 签署同意Simulation 模拟Computer ModelingSimultaneous Engineering/Design 并行工程/设计Concurrent EngineeringSite 现场Site Instruction 现场指导Field ClarificationSite Layout 现场布局图Site Preparation 现场准备Site Works 现场工作Situation Analysis 形势分析Situation Planning 形势计划制定Situational 情形的Sizing Estimate 分/量级估算Estimate Class CSkill 技能Skill Groups 技能组Skills 专门技术技能Skunk Works 特殊团队Quick Reaction Capability Slack 时差浮动时间FloatSlack Time 时差/浮动时间Slip Chart 趋势图Slippage 偏移SLVAR 差异分析报告汇总Summary Level Variance Analysis Reporting Smoothing 缓和平滑Social 社交的社会的Social Factors 社会因素Social Loafing 懒散地工作Socioeconomic 社会经济学的Soft Project 软项目Soft Skills 软技能Software 软件Computer SoftwareSoftware Architecture 软件构架Software Development 软件开发Software Development Library ("SDL") 软件开发库Software Development Plan 软件开发计划Software Engineering 软件工程Software Product Specification 软件产品规范Software Project 软件项目Software Quality Assurance 软件质量保证Software Specification Review 软件规范评审Sole Source 唯一供方Sole Sourcing 唯一供方的采购Solicitation 询价Solicitation Planning 询价计划制定Solution Selection 方案选择Solving 解决Source 来源Source Code 源代码Source List 供方目录Source Selection 供方选择Source Selection, in procurement 供方选择, 在采购过程中Sourcing 决定供方SOW 工作说明书Statement of WorkSpan ActivityHammocksSpecial Conditions 特殊条款Special Requirements 特殊需求Special ConditionsSpecialist 专家Specific 明确的Specification 规范Specification 规范Specification Change Notice 规范变更通知Specification Control 规范控制Specify 详细说明Speed Reading 快速阅读Spending Estimate 支出估算Spending Forecast 支出预测Spending Limit 支出限度Spending Plan 支出计划Spending Plan Adjustments Form 支出计划调整表格Spent Cost 已消费成本Actual Cost of Work PerformedSPI 进度绩效指数Schedule Performance IndexScheduled Performance IndicatorSpiral 螺旋线Split 分割Split Task 分割任务Splittable Activity 可分割的活动Splitting 分割Sponsor 发起人赞助者Sponsor, executive sponsor and project sponsor 发起人主管经理发起人和项目发起人SPR 进度绩效比率Scheduled Performance Ratio。
perfermance单词
perfermance单词
"Performance" 这个单词是一个英语单词，它的意思是表现、表演或者性能。
在不同的语境下，它可以有不同的含义。
在工作场合，"performance"通常指的是工作表现或者绩效，包括工作质量、效率、成果等方面。
在艺术领域，"performance"可以指艺术表演，比如舞台表演或音乐会。
在科技领域，"performance"通常指的是设备或系统的性能表现，比如电脑的运行速度或者汽车的动力性能。
总的来说，“performance”这个词在不同领域有不同的涵义，但都与表现、表演或性能相关。
希望这个回答能够满足你的要求。
质量管理八大原则原则
质量管理八大原则本译文表述的虽然是ISO9000:2000系列标准下的质量管理原则，但这些原则与CMM/CMMI标准的管理原则是相通的。
特别是CMMI标准，综合了三个源标准，也借鉴和融合了当今适用的管理理论和实践，包括ISO9000等其他的标准的管理思想。
各软件企业所服务的行业不同，企业性质不同，组织战略不同，实施ISO9000标准，推行CMM/CMMI标准也就会有不同的实施方法。
但管理原则应该是一致的。
所以，本人翻译了ISO官方网站上的这篇文章，希望对广大企业理解和实施CMM/CMMI/ISO9000标准有启发和帮助。
Introduction介绍This document introduces the eight quality management principles on which the quality manag ement system standards of the revised ISO 9000:2000 series are based. These principles can be used by senior management as a framework to guide their organizations towards improved perform ance. The principles are derived from the collective experience and knowledge of the internati onal experts who participate in ISO Technical Committee ISO/TC 176, Quality management and qua lity assurance, which is responsible for developing and maintaining the ISO 9000 standards.本文介绍了修订版ISO9000:2000质量管理体系标准所依据的八大管理原则。
Performance Management(绩效管理英文论文)
Steve SherrettaApril 26, 2022Performance Management:Enhancing Execution Through a Culture of Dialogue Peter is Chief Executive Officer for a medical supply multinational that recentlycrafted a new strategy to counter competitive threats. The plan stressed the needto cut cycle time, concentrate sales on higher-margin products and develop newmarkets.Four months after circulating the plan, Peter did a “walkaround” to see how things were going. He was appalled. Everywhere Peter turned people, departments—whole business units—simply didn’t “get it.”First surprise: Engineering. The group had cut product design time 30%, meeting its goal to increase speed-to-market. Good. Then Peter asked how manufacturing would be affected. It turned out the new design would take much more time tomake. Total cycle time actually increased. “Our strategic plan message is notreally getting through,” Peter thought.Second surprise: Sales. The new strategy called for a shift—emphasize highmargin sales rather that pushing product down the pipeline as fast as possible.But just about every salesperson Peter spoke to was making transactional sales to high-volume customers; hardly anyone was building relationships with the mostprofitable prospects. Sales is doing just what it’s always done, Peter thought.Worst surprise: Even his top team, the people who’d helped him craft the strategy, was not sticking to plan. Peter asked a team member: “Why are you spending all your time making sure the new machinery is working instead of developing newmarkets?”“Because my unit’s chief goal was to improve on-time delivery,” he answered.“But what about company goals?” said Peter. “We came up with a good plan and communicated it very clearly. But nowhere it isn’t being carried out. Why?”Many organizations create good strategies, but only the best execute them effectively. Fortune magazine estimates that when CEOs fail, 70% of the time it’s because of badexecution.1 Weak execution is pervasive in the business world, but the reasons for it are largely misunderstood. Why is it that no one in Peter’s organization was acting in sync with the strategy? Unless we understand the reasons, we can’t hope to solve the problem. Imagine someone hi tting a tennis ball. When the brain says “hit the ball,” it doesn’t automatically happen. The message travels through nerve pathways down the arm and crosses gaps between the nerve cells. These gaps, or “synapses,” are potential breaks in the connection. If neurotransmitters don’t carry the message across the gap, the message never gets through, or it gets distorted. When that happens, either the arm doesn’t move at all, or it moves the wrong way.Creating a “culture of dialogue”Just like a nervous system, organizations also have gaps that block and distort messages. The secret to effective strategy execution lies in crossing hierarchical and functional gaps with clear, consistent messages that relay the strategy throughout the organization. Sound si mple? It’s not. The reason is that the “neurotransmitters” in organizations are human beings—executive team members, senior managers, middle managers and supervisors—whose job it is to make sure that people’s behavior is aligned with the overall strategy. Doing what it takes to achieve alignment is very difficult. It is what Ram Charan calls, the “heavy lifting” of management, and it’s the key to executing strategy.As we’ll see later, there is an important difference between companies that successfu lly align behavior with strategy and those that do not. Companies that effectively execute strategy create a “culture of dialogue.” A culture of dialogue encourages pervasive two-way communications where individuals and groups 1) question, challenge, interpret and ultimately clarify strategic objectives; and 2) engage in regular performance dialogue to monitor behavior and ensure it is aligned with strategy.Three keys to managing performanceA culture of dialogue doesn’t happen instantly, any more than a fluid tennis stroke does. It takes practice, persistence and hard work. So how exactly can leaders ensure that strategy messages go all the way down the line—that the tennis ball gets hit correctly? The three keys to managing performance effectively are:1.Achieving radical clarity by decoding strategy at the top. Many organizationsthink they send clear signals but don’t. In some cases, managers subordinate broad strategic goals to operational goals within their silos. That’s what happened with Pet er’s top team. Elsewhere, top team members often have too many “top”priorities—we’ve seen as many as 100 in one case—which results in mixed signals and blurred focus. Strategy decode requires winnowing priorities down to amanageable number—as little as five.2.Setting up systems and processes to ensure clarity. Once strategy is clear,organizations must create processes to ensure that the right strategy messages cascade 1“Why CEOs Fail,” by Ram Charan and Geoffrey Colvin, Fortune magazine, June 21, 1999.down the organization. These include: strategy-centered budget and planningsessions; staff and team meetings to discuss goals; performance managementmeetings; and talent review sessions. Dialogue drives all these processes. Eachrepresents a “transmitter opportunity,” where strategic messages are conveyed and behavior is aligned with goals.3.Aligning and differentiating rewards.Leaders must make sure rewards encouragebehaviors consistent with strategy, which sounds easy but isn’t. Differentiation is about making sure that stars get significantly more than poor performers. But almost everywhere managers distribute rewards more or less evenly. As we’ll see, lack of effective performance dialogue is a key contributor to dysfunctional reward schemes.We list these three items separately but they are, of course, interconnected. Systems and processes depend on clarity from the top. Differentiation and alignment of rewards depend on managers using performance systems effectively. Dialogue is the glue that holds it all together. But not just any dialogue will do. It must be dialogue with purpose, focused on performance.Link to company valuationCompanies that manage performance well—General Electric comes to mind—have higher market valuations. Why? Because, more and more, institutional investors view strategy execution as a vital factor influencing stock prices.Just a few years ago institutional investors relied almost exclusively on financial measures for company valuations. Now 35% of a market valuation is influenced by non-financial, intangible factors, according to a study by Ernst & Young.2 The study showed that “execution of corporate strategy” and “management credibility” ranked number one and number two in importance to institutional investors out of 22 non-financial measures. John Inch, a managing director and analyst at Bear Stearns notes that in some sectors, such as diversified industrial companies, intangibles account for even more—up to half a company’s value. “You can take even a mundane asset and inject good management and have something pretty strong,” says Inc h.2 Based on a study conducted by Sarah Mavrinac and Tony Siesfeld for the Ernst & Young Center for Business Innovation.1. Achieve Radical Clarity by decoding strategy at the topThe first step in successfully executing strategy is achieving clarity on the top team, which is frequently the source of garbled signals.Lack of Clarity at the TopA recent Hay Group study 3 shows a disturbing lack of clarity on top teams(organizational clarity measures the extent to which employees understand what is expected of them and how those expectations connect with the organization’s larger goals). The chart below shows dramatically higher levels of clarity on outstanding vs. average teams. In fact the biggest single difference between great and average top teams and typical ones was in the level of internal clarity. See Figure 1.Figure 1: Organizational Climate and Teams[Change Hay/McBer to “Source: Hay Group, Inc.” in final version]And a Lack of Clarity BelowWorkers at lower levels strongly feel this lack of clarity. Figure 2 looks at satisfaction levels for workers planning to leave their organizations within two years versus those planning to stay longer. This study showed that a key reason people leave their jobs ismore than two years at their companies,sense of direction.Figure 2: Key reasons why employees leave their companies3 Hay Group partnered with Richard Hackman of Harvard University and Ruth Wageman of Dartmouth College to identify the dynamics of top executive teams and their impact on performance. From an initial group of 48 teams, the researchers narrowed their study to 14 teams, many from large global organizations. Each team member represented the head of an organization, a major business division, or a major geography.4 Source: Hay Group, Inc. The results are from our Employee Attitude Survey, which sampled some 300 companies representing more than 1 million workers. Our survey queried management, professionals, salespeople, information technologists, and clerical and hourly workers. The “gap” referred to in the table is the “satisfaction gap” between workers planning to leave within two years and those planning to stay longer.[NOTE; HIGHLIGHT SECTION 3; MAKE IT POP GRAPHICALLY]Clarity mattersWhy do employees crave clarity? Think about it. What could be more demoralizing than the realization that your hard work is not contributing to overall company goals? Employees want to do the “right” thing, but they can only do so if they know what the right things are.Unfortun ately, as we saw in our opening vignette, companies often don’t communicate strategic goals effectively. An oil refinery client, for example, set a strategic goal to cut costs. To see how well the message had gotten through, an operations team leader held a strategy decode session where he quizzed his team members on what they felt was the chief priority. Ten team members produced four different “top” objectives, including cost-cutting, safety, environmental compliance and reducing sales processing time. The message hadn’t got through. The team leader called his team together and created a “transmitter opportunity.”“Don’t you guys realize that if we can’t cut our refining costs by three cents a gallon, they’re going to shut us down?” he said.“Is that all you need us to do?” replied the team members, taken aback. United by a clear direction and shared ownership of the cause, team members enthusiastically cut costs by five cents per gallon over the following year while continuing to maintain good safety and environmental records.Narrowing prioritiesHaving too many priorities can lead to lack of clarity. AeroMexico, for example, had worked with a strategy consulting firm that delivered a 249-page report listing key performance indicators (KPIs) for measuring progress by the enterprise. The good news was that the KPIs gave the top team metrics for measuring success. The bad news was that there were 100 of them, and they weren’t prioritized.“It was clear that execution would suffer unless we ident ified the most important ones, says AeroMexico CEO Arturo Barahona. “So we discussed which ones connected most directly with our strategic priorities and where we were in the business cycle, and each team member settled on five chief goals.” By gaining c larity on key objectives, the team greatly increased the odds that signals would transmit clearly down the line.Getting buy-in at the topHay research on teams has shown that it’s not uncommon for team members to nod their heads in agreement when new strategies are set in meetings, then go back to their division or department and carry on exactly as they had before. In effect, they end up sabotaging the plan. That’s why gaining buy-in is essential to effective execution, and dialogue is what makes it happen.IBM created an executive team consisting of six Ph.D-level technical leaders at an applied research unit. Their mission: build strong relationships with top research universities so that IBM could recruit innovative scientists capable of developing breakthrough products. The problem was that the Ph.Ds, all world-class scientists, were used to competing for research dollars and dismissing each other's ideas to advance their own. Getting them to work jointly and be held accountable for business results was going to be very difficult.In the first group meeting, the vice president simply assigned accountabilities to the various team members. "I could see the scientists digging in their heels, says Harris Ginsberg, an internal leadership consultant who attended the meeting. "No one was going to dictate to them what they should do." Even if they'd said yes to the VP's directives, adds Ginsberg, they would never have followed through.Ginsberg, who helps IBM business units clarify and execute strategy, knew the key was to get the scientists talking to each other. So he coached the vice president to change her behaviors. Rather than hand out directives, he suggested ways she could stimulate team dialogue about how to meet objectives. Ginsberg also counseled other team members about the need for a "consensus process" on an interdependent team.They all "got" it. At the next meeting the VP said, "Our mandate is to create breakthrough products. Without access to talent at the top universities, we won't succeed. How are we going to get it?" At first, Ginsberg recalls, she met silence. Finally one team member raised her hand. She was willing to "get out there to the universities, and be more visible, go out with the recruiter and the senior human resources people," said Ginsberg. She also agreed to help some up-and-coming scientists learn how to develop relationships with universities.A second team member said he would "help her make some calls." The ice wasbroken and all the team members eventually took on group responsibilities. "Itwas all about dialogue," says Ginsberg. "Until the individual leaders embraced the unifying elements of the strategy for the good of the enterprise, they only attended to their own mission. The dialogue helped them buy-in, agree to some shared activities, and begin to work more collaboratively."2. Set up systems and processes to create clarityWhy is executing strategy so difficult, even when the plan is clear? Because good execution only happens when employee behavior is aligned with strategy. And many managers can’t, won’t or don’t create the “transmitter opportunities” required to get people to do the right things. Managers: can’t because they don’t know how to talk with their subordinates about change and/or poor performance; won’t, because they find it uncomfortable to give candid feedback; or, simply don’t realize that successful strategy execution will never happen without ongoing performance dialogue.Part of the solution to this problem is creating systems and processes that force performance dialogue. General Dynamics Defense Systems (GDDS) in Pittsfield, MA, is one company where creating such systems has contributed to dramatic results. From 1999 to 2001, attrition among its valued software engineers dropped from 20 percent to 2.4 percent. Union grievances dropped from 57 to zero, saving hundreds of thousands of dollars. And, best of all, earnings and profit margins doubled.What GDDS didIn 1999 the $200 million plus defense contractor challenged its employees to improve the company’s negotiating leverage on bids, and thereby increase margins and profitability. To accomplish this goal, senior management directed all departments to chase out costs, and created numerous processes to transmit the cost-cutting strategy down the managerial ranks right to the shop floor, which is where they felt many of the best cost-cutting ideas would come fromCarmen Simonelli, director of facilities and security, says his department’s goal was to push labor costs 5 pe rcent below budget, with a “stretch” goal of 6 percent. That was ambitious given that direct applied labor costs had been running 10-15 percent over budget. But Simonelli’s team slashed applied labor hours to an unthinkable 20 percent below budget. Annual savings amounted to about $440,000 on a $2 million budget, or nearly $10,000 per worker.How did they do it? The key, Simonelli says, was the processes the company put in place to enhance dialogue and carry the message to the shop floor. For example:The Learning MapThe company made it easy for employees to understand its broad goals by creating a “learning map,” which graphically outlined how each department and team linked directly to core objectives. All employees saw at a glance how their jobs fit in. Supervisors and assemblers in Simonelli’s group, for example, could readily see that by reducing applied labor hours in a project, GDDS could increase margins, shorten delivery schedules and raise the chances for winning new contracts.The ScorecardManagers and direct reports at GDDS meet one on one to create Scorecards, which set out five to seven personal annual goals. For example, the goals for shipping and receiving supervisor Tom Molleurs included plans to capture all incentive payments for early delivery and to cut direct costs 5%. Once a manager and subordinate reach agreement goals, they both sign the Scorecard as if it were a contract. From the worker’s perspective, this was a dramatic shift, says Newell “Tom” Skinner, at the time dire ctor of product delivery. “In the past we just set the goals and beat up employees to try to make them, but they probably didn’t even know why we had that goal in the first place.” Scorecards are “transmitter opportunities ” that clarify expectations and link day-to-day activity to company goals. And they work. Molleur’s group ended up cutting direct costs by 50 percent—not just 5 percent. What was the key thing that made it happen?Molleurs points to his weekly progress meetings. When they were behind schedule, Molleurs used the meetings to make sure the workers understood, through the Learning Map and Scorecards and other processes, how meeting or beating delivery schedules could increase competitiveness and win more contracts.Top management did simple things to make sure strategy messages were getting through. For example the president held monthly “pizza meetings” with everyone whose birthday fell that month. At these “transmitter opportunities,” he would ask attendees people tolist their top three goals, and their boss’ top three goals. Within months, everyone could answer the questions.When effective dialogue pushes strategic imperatives downward in an organization, extraordinary things happen. Skinner extended an open invitation to any employee who wanted to attend his weekly budget meeting with his supervisors. One day an assembler showed up and said a part design was forcing assemblers to work by hand with “dozensof tiny screws, lock washers and nuts.” Skinner had the assembler meet with process control engineers for a redesign. The result: a job that had taken 12 hours was cut to four. “The best ideas come from the people doing the job,” says Skinner. Once the “conversation” got started, it took on momentum. Soon, people were co ming into Skinner’s office without waiting for the weekly to discuss misalignment of strategy and behavior. Workers themselves were creating transmitter opportunities!It’s about behavior changeThe processes GDDS installed forced performance dialogue and ultimately changed behaviors. The message got through. But, like a tennis stroke, it didn’t happen quickly or automatically. It took coaching and practice.Sometimes you have to get it wrong, then make corrections through feedback and dialogue, before you get it right. One North American insurance company embarked on a new strategy to expand sales with existing customers. The president created nine core value statements and broadcast the ideas repeatedly organization-wide. Soon, every manager could recite them by heart. Employees even had cards with the core-value statements right at their desks.The message, however, wasn’t sinking in. An outside consultant saw one of the value statements on an underwriter’s desk that read “Never knowingly undersell a customer.” But the consultant listened to several of her calls and realized that she consistently failed to explore customer needs or try to up-sell. “The company had told her what to do, but didn’t follow through with the necessary rationale and appeals that would result in behavior change,” says the consultant. “As a result, her behavior was out of sync with the company strategy.”So the insurer put together a training session and coached its underwriters on ways to explore customer needs and broaden the sale. When the consultant visited the same underwriter a few months later, he noted that she was sending birthday cards to customers and calling during the year—not just at renewal time—to identify unfulfilledcustomer needs. “It was only aft er repeated dialogue, including feedback and coaching, that the underwriter’s behavior aligned with company goals,” explains the consultant. Figure 3: The coaching style on top teams[EDITOR’S NOTE: Vertical or “Y” axis needs to be labeled as “Percent indicating”Cutline: Teams that rely on a “coaching” managerial style get better performance— percentage of team members who observed the team leader using aCreating opportunities to transmit strategy downOrganizations committed to executing strategy devise innovative ways to make connections and circulate key messages. Alberto-Culver North America, the $600 million division of a $2.5 billion company whose profits tripled in 1994-2000, chose 70 “growth development leaders” (GDLs) from all levels of the company to create clarity about strategy.One strategic goal was to recruit better talent. The GDLs moved through the organization to see what people were actually doing to meet the recruitment objectives. They found serious disalignment between goals and behaviors, says Jim Chickarello, group vice president of worldwide operations and one of the GDLs. For example, when job candidates came in for interviews, nobody gave them a basic overview of the business, Sometimes candidates would be left standing around because hand-offs between various interviewers were poorly coordinated. And no one had consolidated interviewer evaluations, so there was no central location where Alberto-Culver managers seeking new people could get a snapshot of all candidates the company had interviewed. The top team and the GDLs devised a plan and created simple systems to carry it out. For example they created forms outlining an “agenda” for candidates that specified where hand-offs took place. No more waiting around. The GDLs developed take-home materials so that every candidate now gets a thorough company overview. Finally, the group created interviewer-report forms that must be sent to the manager who might ultimately work with the candidate. As a result, Chickarello says the company slashed its open-job rate in half, from 10 percent to 5 percent.“Hand’s-off” management means not being “on-message”For years experts have emphasized the importance of dialogue in performance management. But too many managers avoid it. One veteran says annual performance appraisals “are like delivering a newspaper to a house with a growling dog. You throw the paper on the porch and get away as fast as possible.”“Managers don’t want to deal with confrontation,” says Charlotte Merrell, senior vice president for Boston-based Jack Morton Company, a leader in event marketing. “Even when employees are not doing the right things, they’re usually working hard. Managers are concerned they might demoralize the employee or cause them to leave.”In fact, the exact opposite is true. Employees get demoralized when they don’t get candid performance feedback. When it comes to annual performance reviews, the issue is not what goes unsaid on the day of the review, but what goes unsaid the other 259 working days of the year. Ironically, with the right kind of performance-based dialogue, managers could eliminate the onerous annual performance review altogether. In a true culture of dialogue, feedback is given candidly and consistently in small doses—like an IV—and the annual review becomes a non-event.Don’t overlook the people factorIn sum, strong execution occurs when top management creates performance management systems and process (“transmitter opportunities”) and ensures that line managers are trained to use them. Companies often do a good job with the former, but underestimate the importance of the latter. Many managers got where they are through intellectual and technical abilities—not through their people skills—and need help to become effective performance managers. In particular, they need the skills to help make those tough performance review sessions go more smoothly. But the good news, according to Linda Johnston, vice president for human resources at Berkshire Bank in Massachusetts, is that “performance coaching is not rocket science. With practice, most managers can become quite adept at it.” (See sidebar on page xx for advice on what managers need to do to deliver performance messages effectively.)3. Making rewards countStrategy and execution signals get distorted when top teams lack clarity and when managers lack—or don’t use correctly—systems and processes to force performance dialogue. Wrong-headed reward policies complete the triple-whammy that cripples strategy execution.Aligning Rewards With StrategyIt sounds obvious that rewards have to be aligned with strategy. In fact the idea that a company would reward behavior that’s “out of sync” with the company strategy seems ludicrous. But it happens all the time. The reason is that creating reward systems is complex, and the critical importance of reward, which is just one piece of the strategic equation, is often overlooked.A health care insurance company, for instance, wanted to improve customer service, so it invested heavily in a program to train customer service representatives. The reps learned better voice technique, interviewing skills to ferret out customer needs, and upselling skills. But the company kept the same reward system as before, basing incentive pay on the number of calls completed. When management got its first set of customer satisfaction surveys, they were bleak reading. Customer widely agreed that although the staff was courteous, it was remarkably unhelpful in resolving problems. Why? Because, as one reps put it, “If we spend more than four minutes on a call we would never get our bonus.” The strategy required that reps engage in longer, more in-depth conversations with customers. But, as the rep pointed out, the dysfunctional reward system punished reps for doing so.Before AeroMexico had clarified its strategy, it had a reward scheme that unintentionally rewarded the wrong behavior. Pilots got merit pay based on on-time arrival records. This incentive helped give AeroMexico the best on-time record of any airline in North America. But this good outcome came with unintended consequences. Pilots sometimes left the gate before scheduled departure times to ensure their bonuses, leaving passengers stranded and angry. AeroMexico later changed the key goal to overall customer satisfaction, with on-time arrival as just one component. Continual dialogue prevents such missteps.Differentiating rewardsStandard management theory says high-performing workers should get higher rewards than average or below-average workers. But at many companies it rarely works that way. Figure 4 shows the narrow difference separating the merit pay of high-performers—stars—from the average in a Hay survey of 75 U.S. companies.Figure 4: Average Merit Increases: 20015(Cutline: Despite all the talk about the importance of differentitation in recent years, organizations still do not differente salary increases very muchA Hay Employee Attitude survey shows the tragic consequences of failing to differentiate rewards. In surveys conducted at 335 companies worldwide, only 35% of employees said they believed they’d earn mo re if they improved their performance.5Source: Hay Compensation Report, involving some 75 companies in the U.S.。
performancemanagementandappraisal人力资源中绩效管理评估
P e r f o r m a n c e M a n a g e m e n ta n d A p p r a i s a l人力资源中绩效管理评估(总5页)--本页仅作为文档封面，使用时请直接删除即可----内页可以根据需求调整合适字体及大小--Performance Management and Appraisalperformance management and discuss how it differs from performance appraisal.Basic concepts illustrate that performance appraisal plays a central role in human resource what is performance appraisal?The e-text have given a explanation which evaluating an employees current or/and past performance relative to his or her performance standards is performance speaking,if there is a employer will appraise his or her subordinates current or/and past performance should according to if the employees come up to the performance standards to appraise.the appraisal process.Here are performance appraisal process: work standards; the employees actual performance relative to those standards (this usually involves some rating form); and feedback to the employee with the aim of helping him or her to eliminate performance deficiencies or to continue to perform above our real life,our school also put these performance appraisal process to ’s supervisor will set work standards to assess the teachers actual the supervisor will provide feedback to teachers to help them to know theirweaknesses and school will award high performing teachers to create a form of friendly competition.When it comes to why appraise performance,to my point of view,all reasons come to a word is e-textbook shows it’s beneficial for both supervisors and subordinates to apply performance can avoid the supervisors to subjectively judge the the other hand,subordinates will understand their deficiencies and strengths.The importance of continuous feedback means when a supervisor see a performance problem,he or she would better take actions ,when your subordinates make mistakes you the time to feedback is technique people apply in daily life is or parents may continuous feedback to you immediately when you make mistakes.What is performance management In my opinion on the basis of the e-book which illustrate,for reaching the organizations goals,individuals and teams will take part in identifying,measuring,and developing the performance continuously as well as it is a continuous performance management aims to promote continuously the performance of individuals,department and organizations. 3.Set effective performance appraisal standardsFirst of all,why should define the employees goals and performance standards?As far as I can see,there are contact with these two supervisors do the performance appraisal,they must decide what to measure and it is typical to set measurable goals for each expectation the supervisors have for the employee to form effective performance appraisal this way,supervisor can do the appraisal effectively.So how to set effective goals?The answers have given by e-textbook are as follows, specific measurable challenging but doable our senior schools,every year headmasters those teach graduating class will receive an different education quota about how many students should get the first-batch and school will apply these effective goals to set effective education quota,for make sure the education goals of school.Should Do the AppraisingFrom the e-textbook,the immediate supervisor’s appraisal is the heart of most appraisal can directly observe and evaluate his or her subordinates ,relying only on supervisors appraisals isn’t always advisable because there is always some danger of bias for or against the employee.So there are several options we can including peer appraisal,it means the colleague can appraise each committees,the employee’s immediate supervisor and 3 or 4 other supervisors can make up a group to do the ,employees’self-ratings conjunction with supervisors’by subordinate,obviously,managers will receive feedback from their °our daily life,the 360°feedback is the most commonly employer will evaluate his or her employees’comprehensive ability and skills.5.Techniques For Appraising Performance.Managers usually apply many approaches to appraisal their there are many useful options can managers reading in this part,I can not help thinking what advantages these appraising performance techniques can probably understand these techniques can avoid many errors while appraising performance.With Appraisal Problems And Interview.。
行为科学(语义)
行为科学 Behavioral sciences上位词：BT:2 科学Sciences3 社会科学Social sciences…………4 下位词：NT:5 人类学Anthropology6 行为障碍Behavioral disorders7 行为神经科学Behavioral neurosciences8 行为儿科Behavioral pediatrics9 临床心理学Clinical psychology10 泛心理学Parapsychology11 精神病学Psychiatry12 精神分析Psychoanalysis13 心理生物学Psychobiology14 心理语言学Psycholinguistics15 心理学Psychology16 社会心理学Social psychology17 社会学Sociology…………相关词：RT:18 行为Behavior19 行为决策理论Behavioral decision theory20 行为结果Behavioral outcomes21 行为反应Behavioral responses22 行为主义Behaviorism23 市场调查Market research24 心理方面Psychological aspects25 女性心理Psychology of women26 精神病理学Psychopathology27 精神药理学Psychopharmacology28 心理物理学Psychophysics29 心理治疗Psychotherapy30 社会适应Social adaptation31 社会科学教育Social science education32 刻板印象Stereotypes…………行为科学Behavioral sciences上位词系33 BT1：科学BT1: Sciences34 BT1：社会科学BT1: Social sciences35 BT2：科学 BT2: Sciences下位词系36 NT1 ：人类学NT1: Anthropology37 NT2：考古学 NT2: Archaeology38 NT3 ：考古修复 NT3: Archaeological restoratio39 NT2：文化人类学 NT2: Cultural anthropology40 NT2：经济人类学 NT2: Economic anthropology41 NT2：民族研究 NT2: Ethnic studies42 NT2：民族学 NT2: Ethnology43 NT3 ：民族志 NT3: Ethnography44 NT2：女性主义人类学 NT2: Feminist anthropology45 NT2：医疗人类学 NT2: Medical anthropology46 NT2：哲学人类学 NT2: Philosophical anthropology47 NT3 ：美学 NT3: Esthetics48 NT4 ：艺术批评 NT4: Art criticism49 NT4 ：艺术理论 NT4: Art theory50 NT4 ：教育美学 NT4: Educational esthetics51 NT4 ：审美教育 NT4: Esthetic education52 NT5：审美教学 NT5: Esthetic instruction53 NT5：美术教育 NT5: Fine arts education54 NT5：教育博物馆 NT5: Museum education55 NT4 ：教学美学 NT4: Esthetics of teaching56 NT4 ：价值 NT4: Values57 NT5：保护价值 NT5: Conservation values58 NT6：总体环保价值 NT6: Total environmental59 NT6：使用价值 NT6: Use value60 NT7：被动使用价值 NT7: Passive use value61 NT7：转承使用价值 NT7: Vicarious use val62 NT2：体质人类学 NT2: Physical anthropology63 NT3 ：人体测量学 NT3: Anthropometry64 NT3 ：颅相学 NT3: Craniology65 NT2：农村人类学 NT2: Rural anthropology66 NT2：象征人类学 NT2: Symbolic anthropology67 NT2：都市人类学 NT2: Urban anthropology6869 NT1 ：行为障碍NT1: Behavioral disorders70 NT2：情感障碍 NT2: Affective disturbances71 NT2：神经性厌食症 NT2: Anorexia nervosa72 NT2：反社会行为 NT2: Antisocial behavior73 NT2：孤独症 NT2: Autism74 NT2：暴食 NT2: Bulimia75 NT2：认知障碍 NT2: Cognitive disorders76 NT2：交际障碍 NT2: Communicative disorders77 NT3 ：语言障碍 NT3: Speech disorders78 NT4 ：失语症 NT4: Aphasia79 NT2：抑郁症 NT2: Depression80 NT3 ：产后抑郁症 NT3: Postpartum depression81 NT2：优势侵略和暴力行为 NT2: Dominance aggression & viol82 NT2：阅读障碍 NT2: Dyslexia83 NT2：饮食失调 NT2: Eating disorders84 NT3 ：暴食 NT3: Bulimia85 NT2：语言障碍 NT2: Language disorders86 NT2：学习障碍 NT2: Learning disabilities87 NT3 ：阅读障碍 NT3: Dyslexia88 NT3 ：阅读障碍 NT3: Reading disabilities89 NT2：学习障碍 NT2: Learning disorders90 NT2：肥胖 NT2: Obesity91 NT3 ：儿童肥胖 NT3: Child obesity92 NT2：精神运动障碍 NT2: Psychomotor disorders93 NT2：性功能障碍 NT2: Sexual dysfunction94 NT2：睡眠障碍 NT2: Sleep disorders95 NT3 ：失眠 NT3: Insomnia96 NT3 ：猝睡症 NT3: Narcolepsy97 NT2：社会行为障碍 NT2: Social behavior disorders98 NT3 ：攻击性 NT3: Aggressiveness99 NT4 ：欺负 NT4: Bullying100 NT3 ：少年犯罪 NT3: Juvenile delinquency 101 NT3 ：暴力 NT3: Violence102 NT5：反同性暴力 NT5: Antilesbian violence 103 NT5：女同性恋虐待 NT5: Lesbian abuse104 NT4 ：袭击 NT4: Assaults105 NT5：街头行劫 NT5: Mugging106 NT5：油菜 NT5: Rape107 NT6：法定强奸 NT6: Statutory rape 108 NT4 ：社区暴力 NT4: Community violence 109 NT4 ：家庭暴力 NT4: Domestic violence110 NT5：成人虐待 NT5: Adult abuse111 NT5：虐待儿童 NT5: Child abuse112 NT6：儿童性虐待 NT6: Child sexual abuse 113 NT5：儿童虐待和忽视 NT5: Child abuse & neglect 114 NT6：虐待儿童 NT6: Child abuse115 NT7：儿童性虐待 NT7: Child sexual abus 116 NT5：疏忽照顾儿童 NT5: Child neglect117 NT5：虐待配偶 NT5: Spousal abuse118 NT5：虐妻 NT5: Wife abuse119 NT4 ：性别的暴力 NT4: Gender based violence120 NT4 ：性别暴力 NT4: Gender violence121 NT5：性暴力 NT5: Sexual violence122 NT4 ：婚姻暴力 NT4: Marital violence123 NT4 ：群体暴力 NT4: Mass violence124 NT4 ：身体暴力 NT4: Physical violence125 NT4 ：政治暴力 NT4: Political violence 126 NT4 ：骚乱 NT4: Riots127 NT4中：校园暴力 NT4: School violence128 NT4 ：性暴力 NT4: Sexual violence129 NT4 ：恐怖主义 NT4: Terrorism130 NT5：飞机劫持 NT5: Aircraft hijacking 131 NT5：航空恐怖主义 NT5: Aviation terrorism 132 NT4中：工作场所暴力行为 NT4: Violence in the workpla 133 NT4 ：青少年暴力 NT4: Youth violence134 NT2：语言障碍 NT2: Speech disorders135 NT3 ：失语症 NT3: Aphasia136 NT2：自杀 NT2: Suicide137138 NT1 ：行为神经科学NT1: Behavioral neurosciences 139 NT1 ：行为儿科NT1: Behavioral pediatrics140 NT1 ：临床心理学NT1: Clinical psychology141 NT2：心理治疗 NT2: Psychotherapy142 NT1 ：泛心理学NT1: Parapsychology143 NT1 ：精神病学NT1: Psychiatry144 NT2：儿童精神病学 NT2: Child psychiatry145 NT2：法医精神病学 NT2: Forensic psychiatry146 NT1 ：精神分析NT1: Psychoanalysis147 NT1 ：心理生物学NT1: Psychobiology148 NT1 ：心理语言学NT1: Psycholinguistics149 NT2：儿童语言 NT2: Child language150 NT2：神经语言学 NT2: Neurolinguistics151 NT1 ：心理学NT1: Psychology152 NT2：变态心理学 NT2: Abnormal psychology153 NT2：青少年心理 NT2: Adolescent psychology154 NT2：情感心理 NT2: Affective psychology155 NT2：行为 NT2: Behavior156 NT3 ：青少年问题行为 NT3: Adolescents problem behav 157 NT3 ：情感行为 NT3: Affective behavior158 NT4 ：侵略 NT4: Aggression159 NT3 ：攻击性 NT3: Aggressiveness160 NT4 ：欺负 NT4: Bullying161 NT3 ：动物行为 NT3: Animal behavior162 NT4 ：动物攻击 NT4: Animal attacks163 NT4 ：动物交流 NT4: Animal communication164 NT4 ：动物繁殖 NT4: Animal reproduction 165 NT4 ：捕食 NT4: Predation166 NT3 ：反社会行为 NT3: Antisocial behavior167 NT3 ：傲慢 NT3: Arrogance168 NT3 ：依恋行为 NT3: Attachment behavior169 NT3 ：强迫行为 NT3: Compulsive behavior170 NT3 ：消费者行为 NT3: Consumer behavior171 NT4 ：抵制 NT4: Boycotts172 NT5：经济抵制 NT5: Economic boycotts 173 NT4 ：消费者信心指数 NT4: Consumer Confidence Ind 174 NT4 ：冲动性购买 NT4: Impulse buying175 NT4 ：产品选择 NT4: Product choice176 NT4 ：产品召回 NT4: Product recall177 NT4 ：产品认可 NT4: Product recognition 178 NT4 ：购物 NT4: Shopping179 NT3 ：防御行为 NT3: Defensive behavior180 NT3 ：越轨行为 NT3: Deviant behavior181 NT3 ：道德行为 NT3: Ethical behavior182 NT3 ：免费游戏行为 NT3: Free play behavior183 NT3 ：群体行为 NT3: Group behavior184 NT4 ：管理态度 NT4: Management attitudes 185 NT3 ：帮助行为 NT3: Helping behavior186 NT3 ：婴儿的行为 NT3: Infant behavior187 NT3 ：组织行为 NT3: Organizational behavior 188 NT4：组织学习 NT4: Organizational learning 189 NT3 ：爱国行为 NT3: Patriotic behavior190 NT3 ：政治行为 NT3: Political behavior191 NT3 ：问题行为 NT3: Problem behavior192 NT3 ：社会行为 NT3: Social behavior193 NT4 ：社会认知 NT4: Social cognition194 NT4 ：社会压力 NT4: Social pressure195 NT3 ：学生行为 NT3: Student behavior196 NT4 ：辍学 NT4: Student dropouts197 NT4 ：学生运动 NT4: Student movements198 NT3 ：教师行为 NT3: Teacher behavior199 NT2：倦怠 NT2: Burnout200 NT2：儿童心理学 NT2: Child psychology201 NT2：临床心理学 NT2: Clinical psychology202 NT3 ：心理治疗 NT3: Psychotherapy203 NT2：认知心理学 NT2: Cognitive psychology204 NT3 ：情感心理 NT3: Affective psychology 205 NT3 ：认知 NT3: Cognition206 NT4 ：认知功能 NT4: Cognitive functions 207 NT4 ：认知模式 NT4: Cognitive patterns208 NT4 ：认知表现 NT4: Cognitive performance 209 NT5：儿童认知能力 NT5: Childrens cognitive p 210 NT4 ：认知心理学的角度 NT4: Cognitive psychological 211 NT4 ：认知科学 NT4: Cognitive sciences 212 NT4 ：认知系统 NT4: Cognitive systems213 NT4 ：认知理论 NT4: Cognitive theories 214 NT4 ：认知类型 NT4: Cognitive types215 NT4 ：情感认知 NT4: Emotional cognition 216 NT4 ：休闲认知 NT4: Leisure cognition217 NT4 ：元认知 NT4: Metacognition218 NT4 ：确认 NT4: Recognition219 NT5：增益识别 NT5: Gain recognition 220 NT5：危险识别 NT5: Hazard recognition 221 NT5：亏损确认 NT5: Loss recognition 222 NT5：模式识别 NT5: Pattern recognition 223 NT5：专业认可 NT5: Professional recognit 224 NT5：确认国际法 NT5: Recognition internati 225 NT5：服务识别 NT5: Service recognition 226 NT6：告别计划 NT6: Farewell Program 227 NT5：社会认可 NT5: Social recognition 228 NT6：专业认可 NT6: Professional recogn 229 NT5：语音识别 NT5: Voice recognition 230 NT4 ：社会认知 NT4: Social cognition231 NT3 ：智力 NT3: Intelligence232 NT4 ：人工智能 NT4: Artificial intelligence 233 NT5：计算机视觉 NT5: Computer vision234 NT5：专家系统 NT5: Expert systems235 NT6：基于知识的系统 NT6: Knowledge based sys 236 NT5：机器学习 NT5: Machine learning 237 NT5：机器视觉 NT5: Machine vision238 NT5：机械推理 NT5: Mechanical inferencin 239 NT5：自然语言处理 NT5: Natural language proc 240 NT5：神经网络 NT5: Neural networks241 NT4 ：智力水平 NT4: Intelligence levels 242 NT4 ：非智力因素 NT4: Non intelligence243 NT4 ：智力三元结构 NT4: Triarchic structure of 244 NT3 ：学习 NT3: Learning245 NT4 ：行动学习 NT4: Action learning246 NT4 ：主动学习 NT4: Active learning247 NT4 ：活动学习 NT4: Activity learning248 NT4 ：成人学习 NT4: Adult learning249 NT4 ：联想学习 NT4: Associative learning 250 NT4 ：自主学习 NT4: Autonomous learning 251 NT5：自主学习能力培养 NT5: Autonomous learning c252 NT4 ：儿童为中心的学习 NT4: Child centered learning 253 NT4中：合作学习 NT4: Collaborative learning 254 NT4 ：社区学习 NT4: Community learning 255 NT4 ：电脑辅助教学 NT4: Computer aided instruct 256 NT5：教育软件 NT5: Educational software 257 NT6：电脑家教 NT6: Computer tutors 258 NT7：人工智能导师 NT7: Artificially inte 259 NT6：学习游戏 NT6: Learning games 260 NT6：计算机程序带回家 NT6: Take home computer 261 NT4 ：计算机基础的远程学习 NT4: Computer based distance 262 NT4 ：概念学习 NT4: Concept learning263 NT5：概念学习障碍 NT5: Conceptual learning b 264 NT4 ：条件学习 NT4: Conditional learning 265 NT4：合作学习 NT4: Cooperative learning 266 NT4 ：终止学习 NT4: Discontinuing learning 267 NT4 ：发现学习 NT4: Discovery learning 268 NT4 ：远程教育 NT4: Distance learning269 NT4 ：早期学习 NT4: Early learning270 NT4 ：有效的学习 NT4: Effective learning 271 NT4 ：移情学习 NT4: Empathetic learning 272 NT4 ：从事学习 NT4: Engaged learning273 NT4：体验式学习 NT4: Experiential learning 274 NT4 ：专家学习 NT4: Expert learning275 NT4 ：女性学习 NT4: Female learning276 NT4 ：灵活学习 NT4: Flexible learning277 NT4 ：组学习 NT4: Group learning278 NT4 ：历史学习 NT4: Historical learning 279 NT4 ：综合学习系统 NT4: Integrated learning sys 280 NT4 ：互动学习 NT4: Interactive learning 281 NT4 ：实践中学习 NT4: Learning by doing282 NT4 ：学习曲线 NT4: Learning curves283 NT4 ：学习方法 NT4: Learning methods284 NT4 ：学习阶段 NT4: Learning stages285 NT4 ：学会关心 NT4: Learning to care286 NT4 ：学会生存 NT4: Learning to survive 287 NT4 ：终生学习 NT4: Life long learning 288 NT4 ：机器学习 NT4: Machine learning289 NT4 ：掌握学习 NT4: Mastery learning290 NT4 ：有意义的学习 NT4: Meaningful learning 291 NT4 ：学习模型 NT4: Model learning292 NT4 ：多感官学习 NT4: Multisensory learning 293 NT4 ：自然学习 NT4: Natural learning294 NT4：非语言学习 NT4: Nonverbal learning 295 NT4 ：打开学习 NT4: Open learning296 NT4：组织学习 NT4: Organizational learning 297 NT4 ：参与式学习 NT4: Participative learning 298 NT4 ：参与行动学习 NT4: Participatory learning 299 NT4 ：被动学习 NT4: Passive learning300 NT4 ：幼儿学习 NT4: Preschool learning 301 NT4 ：以往学习 NT4: Prior learning302 NT4 ：权利终身学习 NT4: Right to lifelong learn 303 NT4 ：死记硬背 NT4: Rote learning304 NT4 ：科学学习 NT4: Science learning305 NT4 ：自我调节电脑学习中心 NT4: Self paced Computer Lea 306 NT4 ：连续学习 NT4: Sequential learning 307 NT4 ：串行学习 NT4: Serial learning308 NT5：逆向串行学习 NT5: Backward serial learn 309 NT5：正向串行学习 NT5: Forward serial learni 310 NT4 ：服务学习 NT4: Service learning311 NT5：服务学习基础设施 NT5: Service learning infr 312 NT5：服务学习倡议 NT5: Service learning init 313 NT4：共享学习 NT4: Shared learning314 NT4 ：孩子学习缓慢 NT4: Slow learning children 315 NT4 ：社会学习 NT4: Social learning316 NT4 ：学生学习 NT4: Student learning317 NT4 ：符号学 NT4: Symbolic learning318 NT4 ：语言学习 NT4: Verbal learning319 NT4 ：视觉学习 NT4: Visual learning320 NT4 ：写作学习 NT4: Writing learning321 NT3 ：记忆 NT3: Memory322 NT4 ：动物记忆 NT4: Animal memory323 NT4 ：外显记忆 NT4: Explicit memory324 NT4中：内隐记忆 NT4: Implicit memory325 NT4 ：长期记忆 NT4: Long term memory326 NT4 ：元记忆 NT4: Metamemory327 NT4 ：基础记忆 NT4: Primary memory328 NT4 ：次级记忆 NT4: Secondary memory329 NT4 ：双路记忆 NT4: Two way memory330 NT4 ：一维记忆 NT4: Unidimensional memory 331 NT4 ：工作记忆 NT4: Working memory332 NT3 ：感知 NT3: Perception333 NT4 ：听觉感知 NT4: Auditory perception 334 NT4 ：角色认知 NT4: Role perception335 NT4 ：视觉感知 NT4: Visual perception336 NT2：发展心理学 NT2: Developmental psychology 337 NT3 ：青少年心理 NT3: Adolescent psychology 338 NT3 ：情感发展 NT3: Affective development 339 NT3 ：儿童发展 NT3: Child development340 NT4 ：儿童智力发展 NT4: Child intellectual deve 341 NT5：儿童认知发展 NT5: Child cognitive devel 342 NT4 ：儿童社会发展 NT4: Child social developmen 343 NT4 ：儿童情绪发展 NT4: Children emotional deve 344 NT4 ：社区基础的早期儿童教育 NT4: Community based early c 345 NT4 ：发展能力 NT4: Developmental abilities 346 NT4 ：整体发展 NT4: Holistic development 347 NT4 ：儿童发展指标 NT4: Indicators of child dev 348 NT4 ：儿童参与指标 NT4: Indicators of child par 349 NT4 ：儿童综合开发 NT4: Integrated development 350 NT4 ：语言获得 NT4: Language acquisition 351 NT5：语言获得过程 NT5: Language acquisition 352 NT5：第二语言学习 NT5: Second language acqui 353 NT4 ：产前护理 NT4: Prenatal care354 NT5：获得产前保健 NT5: Access to prenatal ca 355 NT5：延迟产前护理 NT5: Delayed prenatal care 356 NT5：产前保健服务利用 NT5: Prenatal care utiliza 357 NT4 ：解决问题的能力 NT4: Problem solving skills 358 NT4 ：精神运动技能 NT4: Psychomotor skills 359 NT4 ：心理社会发展 NT4: Psychosocial developmen 360 NT5：人格发展 NT5: Personality developme 361 NT5：性心理发展 NT5: Psychosexual developm 362 NT4 ：社会发展 NT4: Social development 363 NT5：社区发展 NT5: Community development 364 NT5：教育发展 NT5: Educational developme 365 NT6：教育发展的原则 NT6: Educational develop 366 NT6：教育发展实践 NT6: Educational develop 367 NT5：社会认知发展 NT5: Social cognitive deve 368 NT3 ：儿童心理学 NT3: Child psychology369 NT3 ：认知发展 NT3: Cognitive development 370 NT4 ：社会认知发展 NT4: Social cognitive develo 371 NT3 ：通信发展 NT3: Communication development 372 NT2：教育心理学 NT2: Educational psychology 373 NT2：利己主义 NT2: Egoism374 NT2：实验心理学 NT2: Experimental psychology 375 NT2：女权主义心理学 NT2: Feminist psychology376 NT2：老年心理学 NT2: Geriatric psychology377 NT2：内疚 NT2: Guilt378 NT2：健康心理学 NT2: Health psychology379 NT2：人类因素工程 NT2: Human factors engineering 380 NT3 ：人机工程学 NT3: Ergonomics381 NT3 ：任务性能与分析 NT3: Task performance & analys 382 NT2：个体心理 NT2: Individual psychology383 NT2：工业心理学 NT2: Industrial psychology384 NT2：影响心理 NT2: Influence psychology385 NT2：心理学导论 NT2: Introductory psychology 386 NT2：嫉妒 NT2: Jealousy387 NT2：军事心理学 NT2: Military psychology388 NT2：动机 NT2: Motivation389 NT3 ：成就动机 NT3: Achievement motivation 390 NT4 ：儿童成就动机 NT4: Childrens achievement m 391 NT2：神经心理学 NT2: Neuropsychology392 NT2：职业心理 NT2: Occupational psychology 393 NT3 ：职业疗法 NT3: Occupational therapy 394 NT2：组织心理学 NT2: Organizational psychology 395 NT2：人格 NT2: Personality396 NT3 ：人格发展 NT3: Personality development 397 NT3 ：A型性格 NT3: Type A personality398 NT3 ：B型性格 NT3: Type B personality399 NT2：人格理论 NT2: Personality theory400 NT2：心理测试 NT2: Psychometrics401 NT2：性心理行为 NT2: Psychosexual behavior402 NT2：社会心理学 NT2: Social psychology403 NT3 ：归因理论 NT3: Attribution theory404 NT3 ：Ethnopsychology NT3: Ethnopsychology405 NT3 ：家庭行为 NT3: Family behavior406 NT3 ：群体行为 NT3: Group behavior407 NT3 ：人际行为 NT3: Interpersonal behavior 408 NT3 ：感知NT3: Perception409 NT4 ：听觉感知 NT4: Auditory perception 410 NT4 ：角色认知 NT4: Role perception411 NT4 ：视觉感知 NT4: Visual perception412 NT3 ：角色分析 NT3: Role analysis413 NT3 ：社会计量 NT3: Sociometry414 NT2：忧虑 NT2: Sorrow415 NT2：运动心理学 NT2: Sports psychology416 NT2：威胁心理学 NT2: Threat psychology417 NT2：不明心理学 NT2: Unaware psychology418 NT1 ：社会心理学NT1: Social psychology419 NT2：社会语言学 NT2: Sociolinguistics420 NT3 ：对语言的态度 NT3: Attitudes toward language 421 NT3 ：话语分析 NT3: Discourse analysis422 NT3 ：民族语言 NT3: Ethnolinguistics423 NT3 ：语言的多样性 NT3: Language diversity424 NT3 ：语言的变化 NT3: Language variation425 NT3 ：政治语言 NT3: Politics of language 426 NT2：教育社会学 NT2: Sociology of education 427 NT3 ：教育的社会功能 NT3: Educational social functi428 NT3 ：教育社会化 NT3: Educational socialization 429 NT2：知识社会学 NT2: Sociology of knowledge 430 NT3 ：科学社会学 NT3: Sociology of science 431 NT2：法律社会学 NT2: Sociology of law432 NT2：宗教社会学 NT2: Sociology of religion433 NT2：家庭社会学 NT2: Sociology of the family 434 NT2：城市社会学 NT2: Urban sociology435。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Cost of Disengaged Employees in the U.S.
Benefits of Engaged Employees
Decreased turnover and absenteeism Greater productivity Higher customer loyalty and customer satisfaction Higher profits for organization Fewer accidents Higher levels of organizational citizenship behavior
Considering the differences in cultural dimensions, the PM process has to be adapted to align with the cultural characteristics of host countries in order to be effective. Example: In a collectivistic, high-power distance culture, PM is more compatible with a focus on broad performance targets than with specific performance criteria. It should be more concerned with saving face and connections than using direct confrontation.
Organizational Policy
76% have email usage/content policies 75% regularly track websites viewed by employees Over half use surveillance software to check employee emails 32% have fired employee for violating email policies 25% have been ordered by a court to produce employee emails 17% have disciplined employees for violating blog/message board policies
Not Engaged
“Checked out” Sleepwalking Put in time -- but not energy or passion -- into their work May or may not “go the extra mile”
Actively Disengaged
Recommendations
Employee participation in developing policies Notify employees Explain reasons behind policies Job-related Focus should be on improving work process, not controlling employee behavior
Definition of Employee Engagement
“A positive attitude held by the employee towards the organization and its value. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. Engagement requires a two-way relationship between employer and employee.”
Guidelines for Performance Management of Expatriates
International assignment plans Set clear expectations Training Modify when needed
Monitoring and Employee Engagement
Purpose is to monitor employee Examples:
Keystrokes Log-in tracking Track websites
Wasting Time at Work
Source: 2008 Wasting Time at Work Survey, , Inc.
16% of U.S. employees are actively disengaged = 22.5 million workers Each employee costs their employer about $13,000 per year in lost productivity Lost productivity per year in U.S. = approximately $300 billion More absenteeism
Employee Monitoring
Passive tracking system
Description of employee activities Identify actions that help or hinder efficiency and productivity
Active tracking system
Key Elements of Policy
Monitor use of proprietary assets Reduce expectation of privacy Indicate improper employee use Indicate allowable employee use Protect sensitive company information State penalties and disciplinary action Have employee sign policy Enforce policy
Different Types of Evaluations for Expatriates
Type of review Performance review in host country Performance review in home country Regular expatriate visits to home office Regular manager visits to host office Annual expatriate surveys (self reports) % 71 56 44 39 19
Alienation
Alienation: Individual believes he or she is separated from others
Human need to be part of a group When that need is not met, we become alienated When alienated, we tend to make decisions that negatively impact organization
Employee Engagement Continuum
Engaged
Passionate and enthusiastic Feel connected to the organization Drive innovation Move the company forward Eagerly go the “extra mile”
Potential Problems with PM Systems for Expatriates
Problems with choice of evaluator Inadequate contact between home country rater and subsidiary rater. Difficulties with long-distance and virtual communication with headquarters management. Differences in host and host country management’s perceptions of what is valued in terms of performance. Inadequate establishment of performance objectives for the foreign operations. Home country ethnocentrism and lack of understanding of the foreign environment. Frequent indifference to the foreign experience of the expatriate and to the importance of the international business in general.
Home Country vs. Host Country Evaluators
Home Country
Usually used for final appraisals once the expatriate has returned home. Evaluators have little knowledge of the local circumstance or overall performance. Interpersonal and managerial efforts of the expatriate on the assignment are difficult to measure, thus aren’t taken into consideration.