老外的一份绩效管理讲义英文版213页PPT
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外企高绩效教练相关教材(英文版)PPT(46张)
Coaching is helping people to develop
and perform to their highest potential .
Coaching For High Performance
In The New Millennium
Why Coach? What does it mean to ?
potential of your staff.
The most important aim of coaching is:
Improve Performance
Coaching For High
Definition Performance Of Coaching
In The New Millennium
• Role Play - You are the Coach
Let’s Brainstorm
Please write down
what you know
about “Coaching”
Coaching For High
The Performance Manager as Coach
In The New Millennium
• Trust • Risk • Control • Satisfaction
Reasons for being a Doer (3) Time and Skills
There are two main reasons, why they Do so:
• Time • Skills
Is being / becoming a developer worth the effort?
• A response to to be leaner, flatter, faster, better etc
and perform to their highest potential .
Coaching For High Performance
In The New Millennium
Why Coach? What does it mean to ?
potential of your staff.
The most important aim of coaching is:
Improve Performance
Coaching For High
Definition Performance Of Coaching
In The New Millennium
• Role Play - You are the Coach
Let’s Brainstorm
Please write down
what you know
about “Coaching”
Coaching For High
The Performance Manager as Coach
In The New Millennium
• Trust • Risk • Control • Satisfaction
Reasons for being a Doer (3) Time and Skills
There are two main reasons, why they Do so:
• Time • Skills
Is being / becoming a developer worth the effort?
• A response to to be leaner, flatter, faster, better etc
绩效管理幻灯片演示(英文)
High-performance companies define Performance Management in its broadest sense: it is critical to executing and implementing strategy
Performance Management is now widely recognized as delivering more returns and delivering more competitive advantages than other HR investments
A process for ensuring that decisive and constructive dialogue occurs
A process of managing self and others so that people do achieve
A process for ensuring that people are doing the right things in the most effective ways, to the best of their
Highly Successful Companies are defined as having—
5-year sales growth = 17.5% per year 5-year profit growth = 10.8% per year Annual equity growth = 16.7% per year 5-year dividend growth = 13.4% per year
A process that ensures that people execute the strategy of the organization
绩效管理讲义(英文)PPT课件
4
Overview
What reflects or represents the term performance?
Kaplan and Norton (1992): Financial, customer, internal business, and innovation/ learning
Sink and Tuttle (1989): Profitability, productivity, quality, quality of work life, innovation, effectiveness, and efficiency
Kasetsart University
8
Introduction
System View of an Organization Upstream Inputs Processes Outputs Downstream
Kasetsart University
9
Introduction
Purposes of performance measurement:
Workforces
Knowledge and white-collar
Kasetsart University
Blue-collar
6
Introduction
(1) Measuring productivity/ performance requires a system view of an organization or a unit of analysis.
audit to improve KPI by linking with policies, objectives, database, etc., ratio networking, and target setting
老外的一份绩效管理讲义英文
Sink and Tuttle (1989): Profitability, productivity, quality, quality of work life, innovation, effectiveness, and efficiency
Harper (1984): Productivity, unit cost, price, factor proportion, cost proportion, product mix, and input allocation
老外的一份绩效管理讲义英文
Overview
Management
Functions: planning, coordinating, and controlling
Processes: measurement, analysis/ evaluation, and
improvement
Emphasis on the organizational and functional level
To identify whether we are meeting customer requirements
To help use understand our processes
To ensure decisions are based on facts, not on emotion
To show where improvements need to be made
(2) Combination of various input factors (consideration into weight of each input, data collected such as intangible assets, unit dimensions, reporting and information format on tabular and/or graphical forms, etc.) as well as output factors
最新整理绩效管理全英文讲义.ppt
Improving Performance Management Improves Business Results
Highly Successful Less Successful
Companies
Companies
Performance-Based Rewards
86%
30%
Clear Employee Goals
40%
30%
HRM
19%
18%
20%Байду номын сангаас
Strategy Quality
Technology
10% 0%
6% 2%
1% 1%
Profitability
8% 3%
1% 1%
Productivity
R&D
Source: Sheffield Effectiveness Programme
Percentage of variation in change in company performance accounted for by managerial practices
Strategy Execution: Can management make tough decisions and seize opportunities quickly?
Management Credibility: Does the company keep its commitments?
The Current Challenge of Performance Management
The HR process—
Is completely unrelated to other key business processes
老外的一份绩效管理讲义,200多页ppt,希望对大家有用
To identify whether we are meeting customer requirements
Emphasis on the organizational and functional level
Kasetsart University
2
Overview
Measurement: understanding of the term KPI or performance measures, identification of the KPI, application of MFPMM, audit to improve KPI by linking with policies, objectives, database, etc., ratio networking, and target setting Analysis: trend/ variation understanding with MCPMT, benchmarking process, and scorecard and root-cause analysis
Multi-national, national, and industrial levels
Organizational, functional, program, and project levels
Team and individual levels
Individual level
Management Workforces Blue-collar
Kasetsart University 7
Introduction
System View of an Organization
Upstream
绩效管理知识讲义[英文版]
![绩效管理知识讲义[英文版]](https://img.taocdn.com/s3/m/bad1158a866fb84ae55c8d47.png)
绩效管理知识讲义［英文版］
Overview
Management
Functions: planning, coordinating, and controlling
Processes: measurement, analysis/ evaluation, and improvement
Emphasis on the organizational and functional level
Introduction
System View of an Organization
Upstrea m
Inputs
Processes
Outputs
Downstrea m
Introduction
Purposes of performance measurement: To identify whether we are meeting customer requirements To help use understand our processes To ensure decisions are based on facts, not on emotion To show where improvements need to be made To show if improvements actually happened To identify whether our contractors or suppliers are meeting our requirements
(2) Measuring productivity/ performance is common. (3) Understanding of impacts from low productivity is
Overview
Management
Functions: planning, coordinating, and controlling
Processes: measurement, analysis/ evaluation, and improvement
Emphasis on the organizational and functional level
Introduction
System View of an Organization
Upstrea m
Inputs
Processes
Outputs
Downstrea m
Introduction
Purposes of performance measurement: To identify whether we are meeting customer requirements To help use understand our processes To ensure decisions are based on facts, not on emotion To show where improvements need to be made To show if improvements actually happened To identify whether our contractors or suppliers are meeting our requirements
(2) Measuring productivity/ performance is common. (3) Understanding of impacts from low productivity is
国外的一份绩效管理讲义,200多页ppt
Sink and Tuttle (1989): Profitability, productivity, quality, quality of work life, innovation, effectiveness, and efficiency
Harper (1984): Productivity, unit cost, price, factor proportion, cost proportion, product mix, and input allocation
Topic: Performance Management
Kongkiti Phusavat, Ph.D. Associate Professor
International Graduate Program in Industrial Engineering Kasetsart University Bangkok, Thailand
supplier partnership
h
3
Overview
What reflects or represents the term performance?
Kaplan and Norton (1992): Financial, customer, internal business, and innovation/ learning
h
7
Introduction
System View of an Organization Upstream Inputs Processes Outputs Downstream
h
8
Introduction
Purposes of performance measurement:
老外的一份绩效管理讲义(英文)
Team and individual levels Individual level
Management
Workforces
Knowledge and white-collar
Blue-collar
Introduction
(1) Measuring productivity/ performance requires a system view of an organization or a unit of analysis.
(2) Measuring productivity/ performance is common. (3) Understanding of impacts from low productivity is
critical for management (competitiveness). (4) Understanding of unit dimensions and definitions
are essential for measurement.
Introduction
Ongoing Issues for “Productivity” Management
(1) Total-, multi-, and single-factor productivity consideration
and target setting Analysis: trend/ variation understanding with MCPMT, benchmarking process, and scorecard and root-cause
analysis
Improvement: outsourcing, development of manufacturing strategies, integration of knowledge learned on logistics and supplier partnertem View of an Organization
Management
Workforces
Knowledge and white-collar
Blue-collar
Introduction
(1) Measuring productivity/ performance requires a system view of an organization or a unit of analysis.
(2) Measuring productivity/ performance is common. (3) Understanding of impacts from low productivity is
critical for management (competitiveness). (4) Understanding of unit dimensions and definitions
are essential for measurement.
Introduction
Ongoing Issues for “Productivity” Management
(1) Total-, multi-, and single-factor productivity consideration
and target setting Analysis: trend/ variation understanding with MCPMT, benchmarking process, and scorecard and root-cause
analysis
Improvement: outsourcing, development of manufacturing strategies, integration of knowledge learned on logistics and supplier partnertem View of an Organization
老外的一份绩效管理讲义[1]
![老外的一份绩效管理讲义[1]](https://img.taocdn.com/s3/m/4c46c9035fbfc77da369b169.png)
return, replacement, recall, survival, etc.)
Upstream: providers, suppliers, contractors, and vendors (relationships, partnerships, contractual agreements, etc.)
Deming “You cannot manage what you cannot measure.” “You cannot measure what you cannot define.” “You cannot define what you do not u Performance Management
Kongkiti Phusavat, Ph.D. Associate Professor
International Graduate Program in Industrial Engineering Kasetsart University Bangkok, Thailand
• Coupled with the Government Management Reform Act of 1994 which emphasizes performance improvement
and openness for annual financial audit (i.e., PART, activitybased management, performance-based contract, adaptive process for planning and budgeting, ownership cost, etc.)
To show if improvements actually happened
Upstream: providers, suppliers, contractors, and vendors (relationships, partnerships, contractual agreements, etc.)
Deming “You cannot manage what you cannot measure.” “You cannot measure what you cannot define.” “You cannot define what you do not u Performance Management
Kongkiti Phusavat, Ph.D. Associate Professor
International Graduate Program in Industrial Engineering Kasetsart University Bangkok, Thailand
• Coupled with the Government Management Reform Act of 1994 which emphasizes performance improvement
and openness for annual financial audit (i.e., PART, activitybased management, performance-based contract, adaptive process for planning and budgeting, ownership cost, etc.)
To show if improvements actually happened
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are essential for measurement.
Kasetsart University
6
Introduction
Ongoing Issues for “Productivity” Management
Байду номын сангаас
(1) Total-, multi-, and single-factor productivity consideration
Kasetsart University
7
Introduction
System View of an Organization Upstream Inputs Processes Outputs Downstream
Kasetsart University
8
Introduction
Purposes of performance measurement:
(2) Combination of various input factors (consideration into weight of each input, data collected such as intangible assets, unit dimensions, reporting and information format on tabular and/or graphical forms, etc.) as well as output factors
Harper (1984): Productivity, unit cost, price, factor proportion, cost proportion, product mix, and input allocation
Kasetsart University
4
Introduction
To identify whether we are meeting customer requirements
Workforces
Knowledge and white-collar
Kasetsart University
Blue-collar
5
Introduction
(1) Measuring productivity/ performance requires a system view of an organization or a unit of analysis.
Multi-national, national, and industrial levels Organizational, functional, program, and project levels
Team and individual levels Individual level
Management
3
Overview
What reflects or represents the term performance?
Kaplan and Norton (1992): Financial, customer, internal business, and innovation/ learning
Sink and Tuttle (1989): Profitability, productivity, quality, quality of work life, innovation, effectiveness, and efficiency
(2) Measuring productivity/ performance is common. (3) Understanding of impacts from low productivity is
critical for management (competitiveness). (4) Understanding of unit dimensions and definitions
audit to improve KPI by linking with policies, objectives, database, etc., ratio networking, and target setting
Analysis: trend/ variation understanding with MCPMT, benchmarking process, and scorecard and root-cause analysis
Kasetsart University
1
Overview
Management
Functions: planning, coordinating, and controlling
Processes: measurement, analysis/ evaluation, and
improvement
Improvement: outsourcing, development of manufacturing strategies, integration of knowledge learned on logistics and
supplier partnership
Kasetsart University
Topic: Performance Management
Kongkiti Phusavat, Ph.D. Associate Professor
International Graduate Program in Industrial Engineering Kasetsart University Bangkok, Thailand
Emphasis on the organizational and functional level
Kasetsart University
2
Overview
Measurement: understanding of the term KPI or performance measures, identification of the KPI, application of MFPMM,
Kasetsart University
6
Introduction
Ongoing Issues for “Productivity” Management
Байду номын сангаас
(1) Total-, multi-, and single-factor productivity consideration
Kasetsart University
7
Introduction
System View of an Organization Upstream Inputs Processes Outputs Downstream
Kasetsart University
8
Introduction
Purposes of performance measurement:
(2) Combination of various input factors (consideration into weight of each input, data collected such as intangible assets, unit dimensions, reporting and information format on tabular and/or graphical forms, etc.) as well as output factors
Harper (1984): Productivity, unit cost, price, factor proportion, cost proportion, product mix, and input allocation
Kasetsart University
4
Introduction
To identify whether we are meeting customer requirements
Workforces
Knowledge and white-collar
Kasetsart University
Blue-collar
5
Introduction
(1) Measuring productivity/ performance requires a system view of an organization or a unit of analysis.
Multi-national, national, and industrial levels Organizational, functional, program, and project levels
Team and individual levels Individual level
Management
3
Overview
What reflects or represents the term performance?
Kaplan and Norton (1992): Financial, customer, internal business, and innovation/ learning
Sink and Tuttle (1989): Profitability, productivity, quality, quality of work life, innovation, effectiveness, and efficiency
(2) Measuring productivity/ performance is common. (3) Understanding of impacts from low productivity is
critical for management (competitiveness). (4) Understanding of unit dimensions and definitions
audit to improve KPI by linking with policies, objectives, database, etc., ratio networking, and target setting
Analysis: trend/ variation understanding with MCPMT, benchmarking process, and scorecard and root-cause analysis
Kasetsart University
1
Overview
Management
Functions: planning, coordinating, and controlling
Processes: measurement, analysis/ evaluation, and
improvement
Improvement: outsourcing, development of manufacturing strategies, integration of knowledge learned on logistics and
supplier partnership
Kasetsart University
Topic: Performance Management
Kongkiti Phusavat, Ph.D. Associate Professor
International Graduate Program in Industrial Engineering Kasetsart University Bangkok, Thailand
Emphasis on the organizational and functional level
Kasetsart University
2
Overview
Measurement: understanding of the term KPI or performance measures, identification of the KPI, application of MFPMM,