所有上課同學分享一個策略績效的個案..
青中_影片後製公司的績效管理
a. 接案人員是以統包的方式接案之後，內部再作利潤的拆解。
b. 導演的要求就是希望完美，所以都會拖到時間到的時候，才作最後決定，導致員工與機器的成本就在那裡。
c. 改變與導演的互動，聚焦到最後幾個決定，縮短導演猶豫的時間。
旭瑞_業績管理
a. Quota Setting的績效是否適合
b. 因個案制宜
嘉儀_業績與薪酬
a. 固定高底薪+新客戶的訂單績效獎金
b. 較低底薪+舊客戶的維護+新客戶的訂單績效獎金
c. 因國情不同而會有不同的激勵效果
老師comment:要看業績是measuralbe or not及公司在市場的位置, 去決定該用那個制度
小薇_高固定底薪之下的激勵制度
a. 公立醫院的底薪是高的，不見得願意去做非必要性的工作(教學、追求高服務品質等)
b. 透過一些公基金的分配，40%由科室平分，60%由主任設定的條件來區分追加的工作內容。
老師comment:策略績效無法用別人的模式來套用在自己的身上。Nothing, but hard thinking.
傳凱_牙醫診所的績效管理
a. 醫院管理上指定醫生、醫生績效口碑、客戶溝通
b. 利用ipad作溝通平台，提供患者另類就醫體驗，與其他診所區隔。對於績效好的醫生，用提供更多的護理人員，來協助他，讓他對連鎖的黏滯性上有提昇。
老師comment: Domain Knowledge 很重要，用經濟原理來衡量。
岱芬_員工互評制度
a. 優點--團隊成員互相激勵、互相制衡、不能獨善其身、成員間評效較真實、成員自己決定淘汰不合適成員、管理階層輕鬆(有藉口)
b. 不適用的組織--重視各人專才、CEO、不是群體效應大的。
c. 缺點--人緣好，不一定做事好、鄉愿、團體排擠、成為管理階層鬥爭工具
d. 關鍵控制點--超過5人才有意義、評比所占比例、其他激勵措施的配合(工時、特殊貢獻)，管理者的執行力
老師comment:Force ranking, 把最後不適合的倒數人員砍掉，只適合用到同質性很高的團隊。公家機關可能適用、營利企業就不太能適用。
2011年1月22日 星期六
2011年1月8日 星期六
2010年12月25日 星期六
策略績效管理。operating expense ratio
1. 通路的先決條件就是精準的要求。成本降低。
2. 長期的成本控制，才是功夫。
3. 預測或創造曲線的轉折點。
Apple has already turn into the platform solution provider to instead of cell phone hardware manufacture. Samsung, HTC are still doing cost down and development of cell phone hardware.
Even though, everyone bought the same cell phone, but enjoy their tailor-made service.
We should think about this principle to develop new biz model.....
任真無所先。。。沒有比實現真實的自己更重要了。
2. 長期的成本控制，才是功夫。
3. 預測或創造曲線的轉折點。
Apple has already turn into the platform solution provider to instead of cell phone hardware manufacture. Samsung, HTC are still doing cost down and development of cell phone hardware.
Even though, everyone bought the same cell phone, but enjoy their tailor-made service.
We should think about this principle to develop new biz model.....
任真無所先。。。沒有比實現真實的自己更重要了。
2010年11月13日 星期六
2010年10月16日 星期六
策略績效管理
What you measure is what you get, what you get is not what you want....Robert Kaplan and David Norton: the balanced scorecard.
代表管理最重要的字--勁!
史記：或言禹會諸侯江南，計功而崩，因葬焉，命曰會稽。會稽者，會計也。"
越絕書：禹始也，憂民救水，到大越，上茅山，大會計，爵有德，封有功，更名茅山曰會稽。
會稽山
朱鎔基--誠信為本，操守為重，堅持准則，不作假帳。在三個國家會計學院說的...但是可能對象說錯，應該對領導階層的說，而非會計人員。
會計原本應該是領袖之學，而非Staff之學。
王霸與漢光武帝的故事，過河是否冰堅可渡。
需注意：不成功的交易，是不會被記錄的，這是系統誤差的問題。王霸的事件會被記錄下來的原因，基本上應該是幸運與他的成功。
劉秀"笑曰：候吏果妄語也。"，其主要安撫人心。但是過河，還是王霸在統籌管理..
Thinking the discipline 表現在 writing 上....
A secret handshake is a distinct form of handshake or greeting which conveys membership in or loyalty to a club, clique or subculture. The typical secret handshake involves placing one's fingers or thumbs in a particular position, one that will be recognized by fellow members while seeming to be a normal handshake to non-members. This type of shibboleth is most frequently associated in the popular consciousness with college fraternities, fraternal orders and secret societies.
Focus of this Class..
Design of management control and performance meansurement system with strategic perspectives
Key component..
a. Intergreating theory of HRM(Human Resource management), economic theory of incentive , job design, etc.
b. Relations to organizational strategy and structure
c. Focus on measures and reporting syetem design for performance evaluation
衡量的公平與適當性是很重要的關鍵
d. Relation to emerging business.
新的技術出來，要怎麼作這些事業...
The Goals:
Understand:
a. Why and how a specific system is designed for Performance management--Theory
b. How do we link a set of measures and report to specific strategic goals and objectives of an organization --Design
c. Implementatoin-- The information/Process needed for the development of the balance evaluation system
Design of Performance Measure
Why performance management?
a. Enhance process and organizational LEARNING
b. Commmunication and FEEDBACK
c. EVALUATING the effectiveness of the control system.
This class will address issues such as..
a. Performance meansurment as an integral part os management control.
Knowing various measures (e.g. BSC) is not sufficient
b. Strategic implications of PM
Congruence among
....
piecemeal..只想自己的部分(而非系統的衡量)
Key components of performance measurement and incentive design
a. Recruitment
b. Selection
c. Measurment
d. Reward/Compasation.
FIT
Michael Porter...What is strategy?
代表管理最重要的字--勁!
史記：或言禹會諸侯江南，計功而崩，因葬焉，命曰會稽。會稽者，會計也。"
越絕書：禹始也，憂民救水，到大越，上茅山，大會計，爵有德，封有功，更名茅山曰會稽。
會稽山
朱鎔基--誠信為本，操守為重，堅持准則，不作假帳。在三個國家會計學院說的...但是可能對象說錯，應該對領導階層的說，而非會計人員。
會計原本應該是領袖之學，而非Staff之學。
王霸與漢光武帝的故事，過河是否冰堅可渡。
需注意：不成功的交易，是不會被記錄的，這是系統誤差的問題。王霸的事件會被記錄下來的原因，基本上應該是幸運與他的成功。
劉秀"笑曰：候吏果妄語也。"，其主要安撫人心。但是過河，還是王霸在統籌管理..
Thinking the discipline 表現在 writing 上....
A secret handshake is a distinct form of handshake or greeting which conveys membership in or loyalty to a club, clique or subculture. The typical secret handshake involves placing one's fingers or thumbs in a particular position, one that will be recognized by fellow members while seeming to be a normal handshake to non-members. This type of shibboleth is most frequently associated in the popular consciousness with college fraternities, fraternal orders and secret societies.
Focus of this Class..
Design of management control and performance meansurement system with strategic perspectives
Key component..
a. Intergreating theory of HRM(Human Resource management), economic theory of incentive , job design, etc.
b. Relations to organizational strategy and structure
c. Focus on measures and reporting syetem design for performance evaluation
衡量的公平與適當性是很重要的關鍵
d. Relation to emerging business.
新的技術出來，要怎麼作這些事業...
The Goals:
Understand:
a. Why and how a specific system is designed for Performance management--Theory
b. How do we link a set of measures and report to specific strategic goals and objectives of an organization --Design
c. Implementatoin-- The information/Process needed for the development of the balance evaluation system
Design of Performance Measure
Why performance management?
a. Enhance process and organizational LEARNING
b. Commmunication and FEEDBACK
c. EVALUATING the effectiveness of the control system.
This class will address issues such as..
a. Performance meansurment as an integral part os management control.
Knowing various measures (e.g. BSC) is not sufficient
b. Strategic implications of PM
Congruence among
....
piecemeal..只想自己的部分(而非系統的衡量)
Key components of performance measurement and incentive design
a. Recruitment
b. Selection
c. Measurment
d. Reward/Compasation.
FIT
Michael Porter...What is strategy?
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