<th id="njfjl"></th>
<span id="njfjl"><noframes id="njfjl">
<th id="njfjl"></th>
<span id="njfjl"><video id="njfjl"></video></span>
<strike id="njfjl"></strike>
<th id="njfjl"></th><th id="njfjl"></th>
<strike id="njfjl"><noframes id="njfjl"><strike id="njfjl"></strike>
<span id="njfjl"><noframes id="njfjl">
指導
網站地圖
澳洲代寫assignment 代寫英國assignment Assignment格式 如何寫assignment
返回首頁

Assignment范文:Performance Management At General Motors (GM) 通用汽車公司(GM)的績效管理

論文價格: 免費 時間:2022-11-01 14:58:26 來源:www.europeanvox.com 作者:留學作業網

以下Assignment將根據績效管理模塊的學習結果,從四個方面探索通用汽車歐洲公司。四個學習結果(LO)將測量,            
LO1:設定GME績效目標以實現戰略目標。             
LO2:就團隊績效目標達成一致,并為實現這些目標做出后續貢獻。             
LO3:目標的監控過程。             
LO4:萊希爵士的個人互動政治。關于他的領導力、說服力和影響技巧的討論。             
為了實現這些學習目標,作者利用了他的實際工作經驗以及通過各種資源進行的初級和中級研究。Assignment范文主要分為兩個部分,即上文定義的學習目標領域。該部門將在績效管理和績效衡量之間進行劃分??冃П欢x為未來成功實施行動以實現目標和指標的潛力。文章表明,績效是由管理體系和管理者根據自己在GME工作的經驗構建的,并從更宏觀的角度看待組織??冃Ч芾斫忉屃丝冃Ш饬坎①x予其意義。

Assignment格式范文

The following assignment explores General Motors Europe in four dimensions as set out by learning outcome spertaining to performance management module. The four learning outcomes (LO) would measure,
LO1: Setting GME performance targets to meet strategic objectives.
LO2: Agreement on team performance targets and subsequent contribution to meet those objectives.
LO3: Monitoring and control process for the goals.
LO4: Politics of personal interaction of Sir Leahy. A discussion on his leadership, persuasion and influencing skills.
In order to achieve these learning objectives, the author has drawn upon from his practical work experience together with the primary and secondary research through various resources. This article would primarily be divided into two segments within the domain of learning objectives as defined above. The division would be between Performance Management and Performance Measurement. Performance is defined as potential for future successful implementation of actions in order to reach the objectives and targets. The article shows that performance is constructed by the management system and by managers from his own experience of working at GME and taking a more macro view of the organisation. Performance management explains performance measurement and gives it meaning. (Lebas, 1995)
Setting performance target to meet strategic objectives 設定績效目標以實現戰略目標
General Motors, one of the world’s largest automakers. GME was founded in 1908 by William C. Durant. GM headquarters is in Detroit, GM employs 209,000 people in every major region of the world and does business in more than 120 countries. GM has been the global automotive sales leader since 1931.GM and its strategic business partners produce cars and trucks in 31 countries, and sell and service these vehicles through the following brands: Buick, Cadillac, Chevrolet, GMC, Daewoo, Holden, Isuzu, Jiefang, Opel, Vauxhall, and Wuling. GM’s largest national market is China, followed by the United States, Brazil, the United Kingdom, Germany, Canada, and Russia. General Motors Europe acquired operations from General Motors Corporation on July 10, 2009, and references to prior periods in this and other press materials refer to operations of the old General Motors Corporation. GME is running business with revenue of $135.6 billion (GME, 2010a). GME is using different performance management tools.
通用汽車,世界上最大的汽車制造商之一。GME由威廉·C·杜蘭特于1908年創立。通用汽車總部位于底特律,通用汽車在世界各大地區擁有209000名員工,在120多個國家開展業務。自1931年以來,通用汽車一直是全球汽車銷售領導者。通用汽車及其戰略業務伙伴在31個國家生產汽車和卡車,并通過以下品牌銷售和服務這些汽車:別克、凱迪拉克、雪佛蘭、通用汽車、大宇、霍頓、五十鈴、解放、歐寶、沃克斯豪爾和五菱。通用汽車最大的國家市場是中國,其次是美國、巴西、英國、德國、加拿大和俄羅斯。2009年7月10日,通用汽車歐洲公司從通用汽車公司收購了業務,本報告和其他新聞材料中提及的前期內容是指舊通用汽車公司的業務。GME的營業收入為1356億美元。GME正在使用不同的績效管理工具。       
In this assignment score card methodology is discussed that GME is using.
在本作業中,討論了GME使用的計分卡方法
Balance Score Card can be used as a short and long term fortheir financial and non financial performance measurement.
平衡計分卡可以作為短期和長期的財務和非財務績效衡量指標。
There are four parts of balance score card; financial perspective, internal business perspective, customer’s perspective,learning and growth perspective. Balance Score Card is like your cars dash boardwhere there is indicator on as you drive, you can look at the dashboard to obtain real-time information such as how fuel, speed and the distance you’ve traveled or even anyfaulty system etc.”It’s known to help companies and implement the changes required to meet their business goals” (Pangakar & Kirkwood, 2007). The balance score cardenables the companies to develop a more comprehensive view of their operations andto better match all operating and investment activities to long- and short-term strategic objectives (Punniyamoorthy & Murali, 2008).
平衡計分卡有四個部分;財務視角、內部業務視角、客戶視角、學習和成長視角。平衡記分卡就像你的汽車儀表板,當你開車時,你可以查看儀表板上的指示器,以獲取實時信息,如燃油、速度和你行駛的距離,甚至任何故障系統等。平衡計分卡使公司能夠更全面地了解其經營情況,并使所有經營和投資活動更好地符合長期和短期戰略目標。
Link of each perspective in the Balance Score Card (BCS) 平衡記分卡(BCS)中每個視角的鏈接
High performance work system (HPWS) is also another method to explain the situation in General Motors. Independent 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 rearranging 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.
高性能工作系統(HPWS)也是解釋通用汽車情況的另一種方法。獨立工作團隊、開放式系統和基于績效的薪酬統稱為高績效工作系統。HPWS也“被稱為高參與工作系統、靈活工作系統和高承諾工作系統”。換句話說,它們只是為了提高組織績效而故意引入的工作實踐。HPWS的主要重點是重新安排工作,以便員工參與影響組織日常運營的決策。有三個潛在因素會影響通用汽車公司的高績效工作系統;裁員、所用技術和布局設計。
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 through team works. A study by Thompson, Baughan and Motwani indicates that company such as General Motors, Proctor & Gamble, Xerox Corporation had huge increase productivity as high as 250 percent and double their profit (1998).
The use of technology is another feature in High Performance Work System. All managers in every department of General Motors are able to identify the technology they use in their organization. The application of Human Resource Information System that can store information on workers that can assist managers in deciding which employee is performing and which is not. The use of technology without human operating it is also meaningless. Managers in General Motor can identify whether the qualified workers are able to operate the tools or not.
員工是任何組織成功的關鍵。裁員將導致通用汽車公司失去人才,隨后失去競爭優勢。為了在不斷變化的環境中生存,一家公司必須依靠員工的創造力、解決問題的能力和強大的團隊合作。工人能夠自行決定完成工作的最佳方式。共享的知識和技能將創建一個高績效的工作系統。例如,通用汽車公司的一名工程師正在開發一種省油的發動機。工程師A可能需要工程師B的助手,但當通用汽車決定裁員時,工程師A將面臨開發發動機的困難。通過團隊合作可以提高員工的績效。湯普森、鮑漢和莫特瓦尼的一項研究表明,通用汽車、寶潔、施樂公司等公司的生產率大幅提高,高達250%,利潤翻了一番。   
技術的使用是高性能工作系統的另一個特點。通用汽車每個部門的所有經理都能夠識別他們在組織中使用的技術。人力資源信息系統的應用程序,可以存儲有關員工的信息,幫助管理者決定哪些員工在工作,哪些不在工作。在沒有人類操作的情況下使用技術也是毫無意義的。通用汽車公司的經理可以確定合格工人是否能夠操作工具。
1.1 The link between team performance and strategic objectives 團隊績效與戰略目標之間的聯系
As it is clear from the figure that all the perspectives link eachother. So all the four parts directly effect the strategic objectives of the company. This principle is used at strategic level.
從圖中可以清楚地看出,所有的觀點都相互關聯。因此,這四個部分都直接影響公司的戰略目標。這一原則用于戰略層面。       
1.1.1 Organisation’s Strategic Objectives 組織的戰略目標
Goals of GME GME的目標

Lead in advanced technologies and quality in creating the world’s best vehicles 領先于先進技術和質量,創造世界上最好的汽車
Give employees more responsibility and authority and then hold them accountable 賦予員工更多的責任和權力,然后追究他們的責任
Create positive, lasting relations with customers, dealers, communities, union partners and suppliers to drive our operating success 與客戶、經銷商、社區、工會合作伙伴和供應商建立積極、持久的關系,以推動我們的運營成功
Strategic Objectives of Organisations 組織的戰略目標
Financial Growth: Increase the revenues, gross profit and sales. 財務增長:增加收入、毛利和銷售額
Financial Efficiency: To improve overall productivity. 財務效率:提高整體生產率
Current Customer: To expand sales to existing customers, 當前客戶:為了擴大現有客戶的銷售
To increase customer retention, 為了提高客戶保留率
To increase customer loyalty, 為了提高客戶忠誠度
To create and use a customer database. 創建和使用客戶數據庫
New Customer: Introduce existing products into a new market, 新客戶:將現有產品引入新市場
Anticipate future customer needs through customer feedback. 通過客戶反饋預測未來的客戶需求
Customer Service: Improve our service approach for new and existing customers. 客戶服務:改進我們對新客戶和現有客戶的服務方法
Product/Service/Program Managment: To have all product meet standard of excellence guideline. 產品/服務/項目管理:確保所有產品符合卓越標準
Operations Managment: To continually improve internal process to realize efficiencies, 運營管理:持續改進內部流程以實現效率
Capitalize on physical facilities (location, capacity, etc.) 利用物理設施(位置、容量等)
Improve organizational structure.Redirect or restructure available resources. 改善組織結構。重定向或重組可用資源
Technology Managment: Increase efficiencies through use of wireless or virtual technology. 技術管理:通過使用無線或虛擬技術提高效率
Communication Management: Improve internal communications. 溝通管理:改善內部溝通
Customer Management: Acquire enhanced CRM data mining capabilities. 客戶管理:獲得增強的CRM數據挖掘功能
Marketing Management: To continuously broaden our customer database by getting new information on customer characteristics and needs.營銷管理:通過獲取有關客戶特征和需求的新信息,不斷擴大我們的客戶數據庫。
Develop and implement a promotional plan to drive increased business. 制定并實施促銷計劃,以推動業務增長
Channel Management: To aggressively strengthen our upstream channels. 渠道管理:積極加強上游渠道
Improve the distributor and supplier relationships. 改善經銷商和供應商關系
People: To hire, develop and maintain the right people, in the right place 人員:在合適的地方雇傭、培養和維護合適的人員
Employ professionals who create success for customers. 雇傭為客戶創造成功的專業人員
Training:Develop broad set of skills useful for customer support. 培訓:培養對客戶支持有用的廣泛技能
To develop the leadership abilities and potential of our team. 培養團隊的領導能力和潛力
Strategic Objectives of GME GME的戰略目標
Integrity: We will stand for honesty and trust in everything we do. We will say what we believe and do what we say.
Continuous Improvement: We will set ambitious goals, stretch to meet them, and then “raise the bar” again and again. We believe that everything can be done better, faster and more effectively in a learning environment.
Customer Enthusiasm: We will dedicate ourselves to products and services that create enthusiastic customers. No one will be second-guessed for doing the right things for the customer.
Teamwork: We will win by thinking and acting together as one General Motors team, focused on global leadership. Our strengths are our highly skilled people and our diversity.
Innovation: We will challenge conventional thinking, explore new technology and implement new ideas, regardless of their source, faster than the competition.
Individual Respect and Responsibility: We will be respectful of the individuals we work with, and we will take personal responsibility for our actions and the results of our work.
誠信:我們將在我們所做的每一件事上都堅持誠實和信任。我們相信什么就說什么,說什么就做什么。             
持續改進:我們將制定雄心勃勃的目標,努力實現目標,然后一次又一次地“提高標準”。我們相信,在學習環境中,一切都可以做得更好、更快、更有效。             
客戶熱情:我們將致力于創造熱情客戶的產品和服務。沒有人會因為為客戶做了正確的事情而被懷疑。             
團隊合作:我們將通過作為一個專注于全球領導力的通用汽車團隊共同思考和行動來獲勝。我們的優勢在于我們的高技能人才和多樣性。             
創新:我們將挑戰傳統思維,探索新技術,實施新想法,無論其來源如何,比競爭對手更快。             
個人尊重和責任:我們將尊重與我們合作的個人,我們將對我們的行為和工作結果承擔個人責任。
1.1.2 Workforce requirements that are capable of achieving the organisation’s objectives 能夠實現組織目標的勞動力需求
General Motors Europe is using the hierarchical approach. In this method each and every employee is controlled by the respective supervisor. And each supervisor gives the performance report of the employee to the top management. In GME every employee is loyal. The company place the right employee to the right job to achieve the objectives of the organisation. There are 209,000 employs of the company. Each and every employee get the proper training for its job which helps the organisation to achieve the objectives with the help of compitent employs.
通用汽車歐洲公司正在使用分級方法。在這種方法中,每個員工都由各自的主管控制。每個主管都會向最高管理層提交員工的績效報告。在GME中,每個員工都是忠誠的。公司將合適的員工安排到合適的工作崗位,以實現組織的目標。該公司有20.9萬名員工。每一位員工都得到了適合其工作的適當培訓,這有助于組織在有競爭力的員工的幫助下實現目標。
1.2 Tools and Techniques available to set team performance targets 可用于設定團隊績效目標的工具和技術
The following important purposes are derived from different resourses including General Motors website,articles,General Motors final reports.
The operational performances of GME are reported and viewed on the quarterly at board level and than the summary report is send to the top management. The performance of employs are checked with the help of score card. I gives the daily performance measurement which could be also used for the long term strategic purposes. Daily , weekly and monthly targets are reviewed regularly. An important consideration is to make sure the objectives remain appropriate and robust measures of performance in the company.
以下重要目的來源于不同的資源,包括通用汽車網站、文章、通用汽車最終報告。             
GME的運營績效按季度在董事會層面進行報告和查看,然后將總結報告發送給最高管理層。借助記分卡檢查員工的績效。我給出了日??冃Ш饬?,也可用于長期戰略目的。定期審查每日、每周和每月目標。一個重要的考慮因素是確保目標保持適當和穩健的公司績效衡量標準。       
GME core purpose is to create value for customers to earn their lifetime loyalty.
GME的核心宗旨是為客戶創造價值,贏得終身忠誠。
GME,s success depends on customers. The customers who shop with them and the people who work for them. If customers like what the company offer, they are more likely to come back and shop with them again. If the GME team find what the company does rewarding, they are more likely to go that extramile to help their customers.
GME的成功取決于客戶。與他們一起購物的顧客和為他們工作的人。如果顧客喜歡該公司提供的服務,他們更有可能再次回來與他們一起購物。如果GME團隊發現公司的回報,他們更有可能會不遺余力地幫助客戶。
1.2.1 Processes that deliver outcomes based on organisational goals and aims 基于組織目標和目的交付成果的流程
GME use balanced score card methodology throughout its organisational operations. Every department change the balance score card according to their needs. These performances are measured during team meetings at lower level and is discussed at strategic level.
GME在整個組織運營中使用平衡計分卡方法。每個部門根據需要更改平衡計分卡。這些績效在較低級別的團隊會議上進行衡量,并在戰略層面進行討論。
1.2.2 Appropriate methods for evaluating performance 評估績效的適當方法
Each and every employee has Personal Development Planning folder. This folder contains all the performance appraisals, the training already given and the future training needs and some departmental performance data. Again the score card helps the company to identify the improvement .
每個員工都有個人發展規劃文件夾。此文件夾包含所有績效評估、已提供的培訓和未來的培訓需求以及一些部門績效數據。同樣,記分卡有助于公司識別改進。
1.2.3 Review capacity and capability of current work force 審查當前勞動力的能力
Using the current work force GME has become the largest company and employer in Europe private sector.GME is still expanding by leaps and bounds and earning higher profit than before.The market has enough labour to cater for the recruitment at Europe level. However, for international operations,the recruitment is carried out at local countries. With the current workforce of 209,000 people, the company is more than capable to sustain itself against any future expansion plans.
利用現有勞動力,GME已成為歐洲私營部門最大的公司和雇主。GME仍在突飛猛進地擴張,并獲得了比以前更高的利潤。市場有足夠的勞動力來滿足歐洲的招聘需求。然而,對于國際行動,招聘是在當地國家進行的。該公司現有員工20.9萬人,完全有能力在未來的擴張計劃中維持自己的生存。
1.2.4 Plans to meet long term, medium and short term requirements 滿足長期、中期和短期要求的計劃
Increase General Motors U.S. market share to 33% 將通用汽車美國市場份額提高至33%
Improve customer satisfaction as evidence by points of market share, not fractions 通過市場份額而不是分數來提高客戶滿意度
GM’s Future Hydrogen Power Plans (Mike Floyd, 2010) 通用汽車未來的氫動力計劃
GM Cuts Unnecessary Spending 通用汽車削減不必要的開支
GM Sales Soar 11.4 Percent In March On Market ‘Shift’ First Posted: 04/ 1/11 通用汽車3月銷量飆升11.4%上市“換班”首次發布:2011年4月1
Medical plan and insurance for the employs 員工的醫療計劃和保險
All of these plans meet the objectives criteria and are in alignment with the growth. 所有這些計劃都符合目標標準,并與增長保持一致。       
1.2.5 communicate workforce plan 傳達勞動力計劃
GME communicates above mentioned plans through its staff briefings, pamphlets, staff benefits periodical, staff’s own website, intranet, films and advertising. The use of flexi hours is very popular in organisation at GME due to the nature of people doing part timer jobs at operational end therefore each department maintains a rota and extra hours available folder through which employees can communicate and leave message for each other along with using staff message boards.
GME通過員工簡報、小冊子、員工福利期刊、員工自己的網站、內部網、電影和廣告宣傳上述計劃。由于在運營端從事兼職工作的人員的性質,靈活工作時間的使用在GME的組織中非常流行,因此每個部門都有一個輪班和額外工作時間可用文件夾,員工可以通過該文件夾進行交流,并在使用員工留言板時相互留言。
The formal training program in GME consists of five components, of which the first three are available through GM University, which is one of the largest corporate educational programs in the world.
GME的正式培訓計劃由五個部分組成,其中前三部分可通過GM大學獲得,GM大學是世界上最大的企業教育計劃之一。
General Motor has established a learning organization and culture for its employees across the entire enterprise.GM University is designed to align the company’s training investment with its business needs, and disseminate best practices and core value.
通用汽車為整個企業的員工建立了學習型組織和文化。通用汽車大學旨在使公司的培訓投資與其業務需求保持一致,并傳播最佳實踐和核心價值。
Foundation skill training (i.e. computer software, GM history and business orientation)基礎技能培訓(即計算機軟件、通用汽車歷史和業務方向)
Functional specific skills and techniques 特定功能技能和技術
Leadership and professional development 領導力和專業發展
On-the-job training in each department In addition, GM supports advanced education and certification through tuition assistance, Cardean e-MBA program, and technical education programs.
每個部門的在職培訓此外,通用汽車通過學費援助、Cardean e-MBA項目和技術教育項目支持高級教育和認證。
Tuition Assistance Program: This program regular active salaried employees are eligible for tuition assistance upon date of hire. 學費援助計劃:該計劃正式在職受薪員工在受雇之日有資格獲得學費援助。
Graduate Education: Variety of graduate programs are available throughout GM. Checked with the operating unit of interest to you for individual opportunities. 研究生教育:通用汽車公司提供各種研究生課程。請與您感興趣的運營單位聯系,了解個人機會。
On-Site Classwork: Number of educational courses are offered in conjunction with educational institutions throughout the United States. 現場課堂作業:與美國各地的教育機構聯合開設了許多教育課程。
New Hire Mentoring: The GM New Hire (GMNH) is the unique support system for new GM team members. Simply put the GM new hires are paired with our experienced GM team members with the primary objective of professionally transitioning and developing new hires into the GM culture. Providing and enabling to experience professional growth, corporate culture, new ideas and perspectives, while driving for business results. Mentoring is critical as move into the future. The new hires of today, will be our leaders for tomorrow.
新員工指導:通用汽車新員工(GMNH)是通用汽車新團隊成員的獨特支持系統。簡單地說,通用汽車新員工與我們經驗豐富的通用汽車團隊成員配對,其主要目標是將新員工專業地轉變和發展到通用汽車文化中。提供并幫助體驗專業成長、企業文化、新想法和觀點,同時推動業務成果。在邁向未來的過程中,指導至關重要。今天的新員工將成為我們明天的領導者。
1.2.6 Improvements made are in line with the organisation’s vision and objectives 所做的改進符合組織的愿景和目標
Total worldwide vehicle sales $8.4 million in the year 本年度全球汽車銷售總額為840萬美元
Offering a lease product in certain geographic areas 在特定地理區域提供租賃產品
In the year ended December 31, 2010 company worldwide market share was 11.4%. 截至2010年12月31日,公司全球市場份額為11.4%。
Total of 20,215 distribution outlets throughout the world. 全球共有20215家分銷網點
Currently offer 19 FlexFuel vehicles for the 2011 model year. 目前為2011年款提供19輛FlexFuel車輛
Increase the volume of vehicles produced from common global architectures 增加全球通用架構生產的車輛數量
to more than 50% of company total volumes in 2015. 2015年,該公司的銷售額占公司總銷售額的50%以上
Diesel vehicles have become important in the European marketplace, where company encompass 50% of the market share. 柴油車在歐洲市場已經變得重要,該公司占據了50%的市場份額
1.2.7 Improvements to reduce gap between what customers and stakeholders want 改進以減少客戶和利益相關者之間的差距
The success of the GME means that the stakeholders at all levels are very happy with the performanceof company. GME’s share is considered to be the most reliable on the market.The gap between customer and stakeholders is substantially reduced by keeping the community and different stakeholders at the heart of scorecard where the progress is checked on recurrent basis.
Agreeing Team Performance Targets To Meet Strategic Objectives
This sections aims to look into the team performance targets which match with theultimate strategic gains.
GME的成功意味著各級利益相關者對公司的表現非常滿意。GME的份額被認為是市場上最可靠的。通過將社區和不同的利益相關者放在記分卡的核心位置,定期檢查進度,客戶和利益相關者之間的差距大大縮小。             
達成團隊績效目標以實現戰略目標             
本節旨在探討與最終戰略收益相匹配的團隊績效目標。
2.1 Required Performance Targets Within Teams Against Current Performance 團隊內要求的績效目標與當前績效
It is the duty of the company to engage with the community and find out about their local shopping preferences. Teams are urged to be polite, helpful and cordial . every company have targets. These targets are compared with the year on year,season on seaon and like for like weekly targets. All the section managers and staff have the access to the relevant information and these targets are reiterated through an internal communication channel. Every single staff working at company has targets.
公司有責任與社區接觸,了解他們的當地購物偏好。團隊被要求禮貌、樂于助人和熱情。每個公司都有目標。這些目標與年度、季節和周目標進行比較。所有部門經理和工作人員都可以獲得相關信息,并通過內部溝通渠道重申這些目標。每個在公司工作的員工都有目標。       
2.1.1 The type of skills, knowledge, understanding and experience required to undertake current and planned organisational activities 開展當前和計劃組織活動所需的技能、知識、理解和經驗類型
At operational level, there is not much need for high skills required but along with the increment in the hierarchy of the management, the relevant skills are also increased. For example, sectional managers have to be versed in time keeping and management, store managers are more project oriented and have to be more financially aware. GME identify the training needs of its staff. As the company is becoming more technologically oriented, company is investing a lot in the training of systems such as self help check outs monitoring and online reporting. Company employees can manage their own profile these days online and have their personnel related matters sorted through this channel. All this need to be communicated and people are trained through GME Academy.
在操作層面,對所需的高技能沒有太大的需求,但隨著管理層級的增加,相關技能也隨之增加。例如,部門經理必須精通時間保持和管理,商店經理更注重項目,并且必須更了解財務狀況。GME確定其員工的培訓需求。隨著公司越來越以技術為導向,公司正在大量投資于自助結賬監控和在線報告等系統的培訓。公司員工現在可以在線管理自己的個人資料,并通過該渠道處理與人事相關的事務。所有這些都需要通過GME學院進行溝通和培訓。
2.1.2 Systems for collecting and assessing information on the overall performance of theorganisation to identify opportunities for improvement 收集和評估理論化總體績效信息以確定改進機會的系統
GME relies heavily on digital ways of collecting and assessing information. Although, it does engage with community through local leaflets and local surveys but on strategic level it engages through CSR (corporate social responsibility) initiative. It has found out that it needs to invest ingreener and more fair trade products. Every transaction at GME front end is stored for 5 years,this huge amount of data helps to analyse and compare sales data on the overall performance.
GME嚴重依賴于收集和評估信息的數字化方式。盡管如此,它確實通過當地傳單和當地調查與社區接觸,但在戰略層面上,它通過CSR(企業社會責任)倡議與社區接觸。它發現,它需要投資更優質、更公平的產品。GME前端的每一筆交易都存儲了5年,這一海量數據有助于分析和比較整體業績的銷售數據。
2.2 Encourage individual commitment to team performance in achieving organisational objectives.鼓勵個人致力于團隊績效,以實現組織目標
Staff members are encouraged through motivational techniques such as staff value awards competition, employee of the month and encouragement for every staff to become team members. Such techniques help raise the staff morale ultimate resulting in getting individual’s commitment.
通過激勵技術鼓勵員工,如員工價值獎競賽、當月最佳員工以及鼓勵每位員工成為團隊成員。這些技巧有助于提高員工士氣,最終實現個人的承諾。
2.3 Context of delegation, mentoring and coaching to achieve organisational objectives 授權、指導和輔導的背景,以實現組織目標
The concept of mentoring is used at graduate training schemes where graduate recruits get their mentor for a year or so period. Operational staff tend to get more coaching and any limitations in their skills are catered for locally in the staff training room. At grass root level there is not much of delegation involved, more or less the operational teams do the jobs that they are asked to do with avery little chance of job rotation.
導師制的概念被用于畢業生培訓計劃中,在該計劃中,應屆畢業生將獲得一年左右的導師。運營人員往往會得到更多的指導,他們的技能上的任何限制都會在員工培訓室中得到本地解決。在基層,沒有太多的授權參與,或多或少,運營團隊完成了他們被要求完成的工作,輪換工作的機會很小。
3 Monitor activities to improve team performance 監控活動以提高團隊績效
A strategy implementation to improve team performance process has to be a top to bottom approach. Communication lies at the heart of strategy implementation. If the top management doesn’t have the required motivation coupled with strong communication channels then it would behard to monitor any strategic systems and processes. (Mabey 2002). Therefore, GME has adopted various channels for the smooth flow of information and introduced various checks and balances so that the balance score card is measured according to the objectives set. This whole process encompasses the involvement of supervisors, team leaders and other managers during staff appraisals which are conducted twice a year. Employees are encouraged to take part in company development programme which is labelled as personal development planning(PDP). Every employee develops his own objectives. The progress is monitored through PDP folder and staff appraisals.
Identification of the work objectives, key dates and support materials are provided by the management and also at their daily and weekly staff meetings so that staff can measure their contribution. The balanced score card is considered to be used for organisational fitness for the purpose and is classified as the in-out approach to controlling strategic performance. Balanced score card helps to strengthen the core competencies of an organisation and enables workforce to sustain the competitive advantage in the market. (Prahalad and Hamel, 1990; Teeceet al., 1997).
改進團隊績效過程的戰略實施必須是自上而下的方法。溝通是戰略實施的核心。如果最高管理層沒有所需的動機加上強有力的溝通渠道,那么它就會監控任何戰略系統和流程。因此,GME采用了各種渠道來實現信息的順暢流動,并引入了各種制衡機制,以便根據設定的目標來衡量平衡計分卡。整個過程包括主管、團隊領導和其他管理人員參與每年兩次的員工評估。鼓勵員工參與公司發展計劃,該計劃被稱為個人發展計劃(PDP)。每個員工都制定自己的目標。通過PDP文件夾和員工評估監控進度。             
工作目標、關鍵日期和支持材料的確定由管理層提供,并在每日和每周員工會議上提供,以便員工衡量其貢獻。平衡計分卡被視為用于組織的適應能力,并被歸類為控制戰略績效的輸入輸出方法。平衡計分卡有助于加強組織的核心競爭力,并使員工能夠在市場上保持競爭優勢。。
3.1 Monitoring team performance 監控團隊績效
Following a resource based review of the adopted balance score card methodology at GME. It encapsulatesthe daily, monthly, quarterly and annual strategic control and the steps through which it iscontrolled and monitored.
Balanced score card focuses on alignment and integration of the human activity factor with the operations. It conditions how people work instead of directly trying to influence people (employees and community) what they should achieve. The balanced score card helps to review the objectives and progress through all structures of management and at all levels. GMEs recurring operational issues are discussed at weekly or monthly basis whereas, the strategic issues come up more often at managers meetings on quarterly basis. This is in alignment with the classical view of the balance score card evolution.
在對GME采用的平衡計分卡方法進行基于資源的審查之后。它包含每日、每月、季度和年度戰略控制以及控制和監控的步驟。             
平衡計分卡側重于人類活動因素和操作的協調和整合。它限制人們的工作方式,而不是直接試圖影響人們(員工和社區)他們應該實現的目標。平衡計分卡有助于審查所有管理結構和各級的目標和進展。GME經常性的運營問題每周或每月討論一次,而戰略問題則更經常在每季度的經理會議上提出。這與平衡計分卡演變的經典觀點一致。
3.2 Evaluation of team performance against agreed objectives 根據商定目標評估團隊績效
Team performances are evaluated through 360 feedback, team briefings and by adopting Deming’s PDC approach. The areas of improvement are defined and are communicated at once throughTeam Exercise.
團隊績效通過360反饋、團隊簡報和采用德明的PDC方法進行評估。確定了改進的領域,并通過團隊練習立即溝通。
4 Contribution of influence and persuasion to team dynamics 影響力和說服力對團隊動力的貢獻
Since the evolution of different management theories, the modern business world uses a mix of all these. Employee motivation through monetary means is still a bigger factor behind better labour output. The contribution of these motivational techniques to influence the team dynamics is measured in this section.
自從不同管理理論的演變以來,現代商業世界使用了所有這些理論的混合體。通過貨幣手段激勵員工仍然是更好的勞動力產出背后的一個更大因素。本節將衡量這些激勵技術對團隊動態的影響。       
4.1 Methodologies to gain commitment to action 獲得行動承諾的方法
GME management uses a combination of Taylorism and Maslow theory of need such that it enriches the job satisfaction by really involving its staff into decision making allowing them to become a part of the organisation and by giving them monetary incentives through bonus and other performance related pay increments. This is a proven methodology to gain GME Staff’s commitment in achieving the targets. GME employs over 209,000 and all of them take part in Staff Question Time Sessions which enables the company management to obtain a valuable feedback about the work conditions (Email GME, 2011). This is a 360 degree exercise such that it not only gives feedback to employees but also enables staff to share their experience and opinions to help serve customers better. Staff Training and development is another successful tool that company use to engage with its staff and to enrich their experience of working with them. A good programme such as HPWS (High Performance Work System) is highly effective in experienced staff retention. Staff retention and loyalty is a trademark of every successful organisation.
GME管理層將泰勒主義和馬斯洛需求理論相結合,通過讓員工真正參與決策,讓他們成為組織的一部分,并通過獎金和其他與績效相關的加薪,給予他們金錢獎勵,從而提高工作滿意度。這是一種行之有效的方法,可以讓GME員工承諾實現目標。GME雇傭了超過209000名員工,他們都參加了員工提問時間會議,這使公司管理層能夠獲得關于工作條件的寶貴反饋。這是一個360度的練習,不僅可以向員工提供反饋,還可以讓員工分享他們的經驗和意見,以幫助更好地為客戶服務。員工培訓和發展是另一個成功的工具,公司利用它與員工接觸,并豐富他們與他們合作的經驗。一個好的計劃,如HPWS(高績效工作系統),在留住有經驗的員工方面非常有效。員工保留和忠誠是每個成功組織的標志。
4.2 Impact of individual dynamic on securing commitment to action 個人動態對確保行動承諾的影響
The impact of the chief executive on securing its staff ‘s commitment to action is distilled at all levels of GMEs organizational structure. For any strategic action has to be channelled through effective top level management. GME’s current boss has earned industry as well as its employee’s respect by achieving various awards and taking GME,s success to an unprecedented level.
首席執行官對確保員工承諾采取行動的影響在GME組織結構的各個層面都有體現。因為任何戰略行動都必須通過有效的高層管理來引導。GME現任老板通過獲得各種獎項并將GME的成功提升到前所未有的水平,贏得了業界和員工的尊重。       
Conclusion 結論
The above assignment has tried to explore GME within four learning outcomes as specified aboveand has found that due to visionary leadership and innovative performance management measures. The four learning outcomes inspected setting of performance targets through the purpose and balance score card methodology adopted by the company. GME further uses various controlling and monitoring mechanism together with it’s ‘High Performance Work System’ to help implement its objectives. Different motivational techniques are used to build up the morale and generate higher labour output by the team members.These teams include enrichment of employees experience through training and development,sharing of success through shares and profits incentives. And eventually, the all important strategic leadership has been discussed. It is argued that without the visionary leadership of management GME would not enjoy the benefits that it is enjoying today. Despite being the leading supermarket, GME continues to expand into more diversified portfolio and the author of this article, having worked in one of the stores, feels confident that the trend would continue in the foreseeable future.
上述Assignment試圖在上述四種學習成果中探索GME,并發現這是由于富有遠見的領導力和創新的績效管理措施。四項學習成果通過公司采用的目的和平衡計分卡方法檢查了績效目標的設置。GME進一步使用各種控制和監控機制及其“高績效工作系統”來幫助實現其目標。團隊成員使用不同的激勵技巧來提高士氣并提高勞動產出。這些團隊包括通過培訓和發展豐富員工經驗,通過分享和利潤激勵分享成功。最后,我們討論了所有重要的戰略領導力。有人認為,如果沒有管理層富有遠見的領導,GME將無法享受今天所享受的利益。盡管GME是領先的超市,但它仍在繼續擴展到更多元化的產品組合。Assignment作者曾在其中一家商店工作過,相信這一趨勢在可預見的未來會繼續下去。本站提供各國各專業Assignment寫作指導服務,如有需要可咨詢本平臺。

此論文免費


如果您有論文代寫需求,可以通過下面的方式聯系我們
點擊聯系客服
推薦內容
  • 國外大學怎么寫assignm...

    很多即將留學海外或初次留學海外的學子經常會問:國外大學怎么寫assignment?其實,assignment并不難寫,只要你能夠了解并熟悉assignment的......

  • 碩士課程論文格式樣本:Pop...

    assignment格式樣本:All pop art draws upon modern images of cultural icons, consumer ......

  • 英文Assignment和D...

    英文Assignment和Dissertation的寫作細節(珍藏版)-Dissertation大體結構-Dissertation寫作思路-Dissertati......

  • 怎么寫assignment?

    怎么怎么寫assignment?:assignment格式...

  • 麥當勞在澳大利亞的管理問題研...

    本文是麥當勞在澳大利亞的管理問題研究assignment指導?,F如今,德管理對全球市場上的公司取得持續發展和長期成功來說是及其重要的。大多數的麥當勞餐廳都提供柜......

  • 從女性黑人說唱音樂中看美國傳...

    本文是本站代做的assignment范文,有關女性解放問題。人們都認為黑人女說唱音樂應該不受傳統觀念的束縛,它應當是創新的、能夠促進黑人女性解放的,并且能夠提高......

扒开老师双腿猛进八喷水观看
<th id="njfjl"></th>
<span id="njfjl"><noframes id="njfjl">
<th id="njfjl"></th>
<span id="njfjl"><video id="njfjl"></video></span>
<strike id="njfjl"></strike>
<th id="njfjl"></th><th id="njfjl"></th>
<strike id="njfjl"><noframes id="njfjl"><strike id="njfjl"></strike>
<span id="njfjl"><noframes id="njfjl">