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Management Essay高分范文:Challenge of Implementing of Effective Performance Measures

日期:2023年11月30日 编辑: 作者:无忧论文网 点击次数:857
论文价格:免费 论文编号:lw202311301106061562 论文字数:3000 所属栏目:essay写作
论文地区:美国 论文语种:English 论文用途:大学作业 BA essay
ality services to their clients. From this vision they hoped to become the industry leader, because they knew that clients would prefer them because of their vision to provide customer satisfaction to the fullest extent. (HBR 1993)
组织还需要关注客户满意度,以避免第三个陷阱,而不是关注收入和利润的最大化。据说这是获得更多利润的最大因素,你的客户满意度越高,你就越有可能获得更多收入和利润。通过关注客户,你给了他们想要的东西并满足了他们的要求,因此,你不仅保留了相同的客户,同时还吸引了来自竞争对手的新客户,这些竞争对手没有为他们提供与你相同的服务,也没有满足他们的要求。Rockwater在适应行业变化时意识到了这一点。他们提出了为客户提供最佳安全和优质服务的愿景。从这个愿景来看,他们希望成为行业领导者,因为他们知道客户会更喜欢他们,因为他们的愿景是最大限度地提供客户满意度。
In order to avoid the fourth trap, you have to try and diversify your metrics because it’s a lot harder to game several of them at once. Clifford Chance, a law firm, replaced its single metric of billable hours with seven criteria on which to base bonuses; respect and mentoring, quality of work, excellence in client service, integrity, contribution to the community, commitment to diversity and contribution to the firm as an institution. This means that in order for staff to gain bonuses, they have to meet each criteria. If they don’t they don’t get their bonus. This is effective because it clearly states what each staff member has to do in order to get their bonus and also its measured fairly and clearly, so no employees can complain they don’t know what the criteria is. (Likierman 2009)
为了避免第四个陷阱,你必须尝试使你的指标多样化,因为一次玩几个指标要困难得多。高伟绅律师事务所用七项奖金标准取代了单一的计费工时标准;尊重和指导、工作质量、卓越的客户服务、诚信、对社区的贡献、对多样性的承诺以及对公司作为一个机构的贡献。本篇essay认为这意味着为了让员工获得奖金,他们必须满足每一项标准。如果他们不这样做,他们就得不到奖金。这是有效的,因为它清楚地说明了每个员工为了获得奖金必须做什么,而且它的衡量也公平明确,所以没有员工可以抱怨他们不知道标准是什么。
An organisation needs to know what their client’s requirements are and also what they mean. This cannot be determined by the amount of revenue or profit that has been made by the organisation previously. Customer satisfaction should be the number one priority for an organisation, because without customers they won’t be able to function. Addleshaw Goddard, a law firm, found out from a survey that their clients valued responsiveness most, followed by pro-activeness. For most organisations responsiveness would mean getting back as quick as possible, but the mangers dug deeper and found out the response time varies for different clients, some clients like responses in 10 minutes and some in 2 hours. This shows that sometimes a little bit of research is not enough and you have to go that extra mile for the customers to find out what they really want. (Likierman 2009)
本篇essay提出一个组织需要知道客户的要求是什么,以及他们的意思。这不能由组织以前的收入或利润来决定。客户满意度应该是组织的首要任务,因为没有客户,他们就无法运作。Addleshaw Goddard律师事务所在一项调查中发现,他们的客户最看重的是反应能力,其次是积极性。对大多数组织来说,响应意味着尽快恢复,但经理们深入研究,发现不同客户的响应时间各不相同,有些客户喜欢10分钟内响应,有些客户则喜欢2小时内响应。这表明,有时一点研究是不够的,你必须为客户找到他们真正想要的东西付出额外的努力。
In conclusion, when it comes to designing and implementing a successful performance measurement plan, there are lots of approaches you can take and there are lots of things to consider. Organisations have to be wary of the mistakes that can be made when trying to measure performance, such as Likierman’s traps. They have to constantly be on their feet when dealing with these problems. Organisations have to bring together managers from all sectors in order to benefit from the ideas that can be generated from each manager.
总之,当涉及到设计和实施一个成功的绩效衡量计划时,你可以采取很多方法,也有很多事情需要考虑。组织必须警惕在衡量绩效时可能犯的错误,比如利克尔曼陷阱。在处理这些问题时,他们必须时刻保持警觉。组织必须将所有部门的管理人员聚集在一起,才能从每个管理人员产生的想法中受益。
The balanced scorecard tool is also a useful technique to use when it comes to a company succeeding and there are many advantages and disadvantages to this tool. Organisation have to realise that it cannot be used as a quick fix and must be ready to have the correct metrics to be able to handle this long term strategy.
平衡记分卡工具也是一种有用的技术,当涉及到一家公司的成功时,它有很多优点和缺点。组织必须意识到,它不能被用作快速解决方案,必须准备好拥有正确的指标,以便能够处理这一长期战略。
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