in the year 1996 had made them competitive at that point of time. When this happen, employees will have to be train thus it can increase the knowledge of the workers. In certain cases, workers will be sent oversea for such training to acquire technology. Workers will be more effective and consequently increase productivity in General Motors.
为了确保通用汽车能够在未来有效地实现其平衡计分卡，他们必须简洁地处理外部环境问题。他们必须通过内部流程、学习和成长来改善，以克服竞争问题。通用汽车必须拿出新的设计和技术来增加产品线。必须花费研发支出，这样他们才能创造出比竞争对手更好的车辆。如何创造比竞争对手更好的车辆？这可以通过从竞争对手或类似行业购买技术来实现。例如，宝腾在1996年收购了莲花，这使他们在当时具有竞争力。当这种情况发生时，员工必须接受培训，这样才能增加员工的知识。在某些情况下，工人将被派往海外接受此类培训以获取技术。工人将更加有效，从而提高通用汽车的生产率。
Like a well oiled machine, every part in the organization performs best when all of them work towards a common goal. All of the four perspectives in the balances score card works hand in hand thru their substantial objectives, measures and initiatives. As mentioned above, to make sure that General Motors can make profit to cover the huge amount of losses they must increase productivity, more expenditure on research and development etc. In General Motor’s case, financial perspective is the key strategy for the other three perspectives. For General Motors, the learning perspective can work together with the sales department to train and coach the sales staff or even developing new efficient production, training equipment. To improve on the customer scorecard they could do research by surveys from their existing customers on how to improve customer relationships. Customer retention is important factor ignite buyers to increase sales. It ensures repeat purchase, increase positive word of mouth and reduce cost to find new customers.
就像一台润滑良好的机器，当所有人都朝着一个共同的目标努力时，组织中的每个部分都表现得最好。平衡计分卡中的所有四个视角都通过其实质性目标、措施和举措携手合作。如上所述，为了确保通用汽车能够盈利以弥补巨额亏损，他们必须提高生产力，增加研发支出等。就通用汽车而言，财务视角是其他三个视角的关键策略。对于通用汽车来说，学习视角可以与销售部门合作，培训和指导销售人员，甚至开发新的高效生产和培训设备。为了改进客户记分卡，他们可以通过现有客户的调查来研究如何改善客户关系。客户忠诚度是促使买家增加销售额的重要因素。它确保了重复购买，增加了积极的口碑，并降低了寻找新客户的成本。
Balance Score Card will “ensure human capital development, improving employee satisfaction and increasing employee motivation” (Kaplan & Norton, 1992) in General Motors.平衡计分卡将“确保人力资本发展，提高员工满意度，提高员工积极性”
Link of each perspective in the Balance Score Card (BCS) 平衡计分卡中各视角的链接
High Performance Work System 高绩效工作系统
High performance work system (HPWS) is also another method to explain the situation in General Motors. Autonomous work teams, open systems and performance-based pay are known collectively as high-performance work systems (Rouse, 2000). HPWS have also “come to be known as high involvement work systems, flexible work systems and high commitment work systems” (Aghazadeh & Seyedian, 2004) In other words, they are simply work practice that can be deliberately introduced in order to improved organizational performance The main focus of HPWS is organizing work so that the employees participate in decisions that affect the everyday operations of an organization. There are three potential factors that can affect high performance work system in General Motors; retrenchment of workers, technology used and layout design.
高绩效工作系统也是解释通用汽车情况的另一种方法。自主工作团队、开放系统和基于绩效的薪酬统称为高绩效工作系统。HPWS也“被称为高参与度工作系统、灵活工作系统和高承诺工作系统”。换句话说，它们只是为了提高组织绩效而故意引入的工作实践。HPWS的主要重点是组织工作，以便员工参与影响组织日常运营的决策。有三个潜在因素可以影响通用汽车公司的高绩效工作系统；裁员、使用的技术和布局设计。
A worker is the key success to any organization. Retrenchment will cause General Motors to lose talented workers subsequently lose competitive edge. To survive in the changing environment, a company must rely on their workers creativity, ingenuity problem solving ability and strong team work. Workers are able to make their own decision on the best way to accomplish their work. The knowledge and skill shared will create a high performance work system. For example, an engineer in General Motors is developing a fuel efficient engine. Engineer A may need assistants from Engineer B, however when GM decided to retrench workers, Engineer A will face difficulty in developing the engine. Performance of employee can be boost thru team works. A
