指导
网站地图
澳洲代写assignment 代写英国assignment Assignment格式 如何写assignment
返回首页

Assignment范文:Performance Management At General Motors (GM) 通用汽车公司(GM)的绩效管理

论文价格: 免费 时间:2022-11-01 14:58:26 来源:www.ukassignment.org 作者:留学作业网

以下Assignment将根据绩效管理模块的学习结果,从四个方面探索通用汽车欧洲公司。四个学习结果(LO)将测量,            
LO1:设定GME绩效目标以实现战略目标。             
LO2:就团队绩效目标达成一致,并为实现这些目标做出后续贡献。             
LO3:目标的监控过程。             
LO4:莱希爵士的个人互动政治。关于他的领导力、说服力和影响技巧的讨论。             
为了实现这些学习目标,作者利用了他的实际工作经验以及通过各种资源进行的初级和中级研究。Assignment范文主要分为两个部分,即上文定义的学习目标领域。该部门将在绩效管理和绩效衡量之间进行划分。绩效被定义为未来成功实施行动以实现目标和指标的潜力。文章表明,绩效是由管理体系和管理者根据自己在GME工作的经验构建的,并从更宏观的角度看待组织。绩效管理解释了绩效衡量并赋予其意义。

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 设定绩效目标以实现战略目标
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.
通用汽车,世界上最大的汽车制造商之一。GME由威廉·C·杜兰特于1908年创立。通用汽车总部位于底特律,通用汽车在世界各大地区拥有209000名员工,在120多个国家开展业务。自1931年以来,通用汽车一直是全球汽车销售领导者。通用汽车及其战略业务伙伴在31个国家生产汽车和卡车,并通过以下品牌销售和服务这些汽车:别克、凯迪拉克、雪佛兰、通用汽车、大宇、霍顿、五十铃、解放、欧宝、沃克斯豪尔和五菱。通用汽车最大的国家市场是中国,其次是美国、巴西、英国、德国、加拿大和俄罗斯。2009年7月10日,通用汽车欧洲公司从通用汽车公司收购了业务,本报告和其他新闻材料中提及的前期内容是指旧通用汽车公司的业务。GME的营业收入为1356亿美元。GME正在使用不同的绩效管理工具。       
In this assignment score card methodology is discussed that GME is using.
在本作业中,讨论了GME使用的计分卡方法
Balance Score Card can be used as a short and long term fortheir financial and non financial performance measurement.
平衡计分卡可以作为短期和长期的财务和非财务绩效衡量指标。
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).
平衡计分卡有四个部分;财务视角、内部业务视角、客户视角、学习和成长视角。平衡记分卡就像你的汽车仪表板,当你开车时,你可以查看仪表板上的指示器,以获取实时信息,如燃油、速度和你行驶的距离,甚至任何故障系统等。平衡计分卡使公司能够更全面地了解其经营情况,并使所有经营和投资活动更好地符合长期和短期战略目标。
Link of each perspective in the Balance Score Card (BCS) 平衡记分卡(BCS)中每个视角的链接
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.
高性能工作系统(HPWS)也是解释通用汽车情况的另一种方法。独立工作团队、开放式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的主要重点是重新安排工作,以便员工参与影响组织日常运营的决策。有三个潜在因素会影响通用汽车公司的高绩效工作系统;裁员、所用技术和布局设计。
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 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.
员工是任何组织成功的关键。裁员将导致通用汽车公司失去人才,随后失去竞争优势。为了在不断变化的环境中生存,一家公司必须依靠员工的创造力、解决问题的能力和强大的团队合作。工人能够自行决定完成工作的最佳方式。共享的知识和技能将创建一个高绩效的工作系统。例如,通用汽车公司的一名工程师正在开发一种省油的发动机。工程师A可能需要工程师B的助手,但当通用汽车决定裁员时,工程师A将面临开发发动机的困难。通过团队合作可以提高员工的绩效。汤普森、鲍汉和莫特瓦尼的一项研究表明,通用汽车、宝洁、施乐公司等公司的生产率大幅提高,高达250%,利润翻了一番。   
技术的使用是高性能工作系统的另一个特点。通用汽车每个部门的所有经理都能够识别他们在组织中使用的技术。人力资源信息系统的应用程序,可以存储有关员工的信息,帮助管理者决定哪些员工在工作,哪些不在工作。在没有人类操作的情况下使用技术也是毫无意义的。通用汽车公司的经理可以确定合格工人是否能够操作工具。
1.1 The link between team performance and strategic objectives 团队绩效与战略目标之间的联系
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.
从图中可以清楚地看出,所有的观点都相互关联。因此,这四个部分都直接影响公司的战略目标。这一原则用于战略层面。       
1.1.1 Organisation’s Strategic Objectives 组织的战略目标
Goals of GME GME的目标

Lead in advanced technologies and quality in creating the world’s best vehicles 领先于先进技术和质量,创造世界上最好的汽车
Give employees more responsibility and authority and then hold them accountable 赋予员工更多的责任和权力,然后追究他们的责任
Create positive, lasting relations with customers, dealers, communities, union partners and suppliers to drive our operating success 与客户、经销商、社区、工会合作伙伴和供应商建立积极、持久的关系,以推动我们的运营成功
Strategic Objectives of Organisations 组织的战略目标
Financial Growth: Increase the revenues, gross profit and sales. 财务增长:增加收入、毛利和销售额
Financial Efficiency: To improve overall productivity. 财务效率:提高整体生产率
Current Customer: To expand sales to existing customers, 当前客户:为了扩大现有客户的销售
To increase customer retention, 为了提高客户保留率
To increase customer loyalty, 为了提高客户忠诚度
To create and use a customer database. 创建和使用客户数据库
New Customer: Introduce existing products into a new market, 新客户:将现有产品引入新市场
Anticipate future customer needs through customer feedback. 通过客户反馈预测未来的客户需求
Customer Service: Improve our service approach for new and existing customers. 客户服务:改进我们对新客户和现有客户的服务方法
Product/Service/Program Managment: To have all product meet standard of excellence guideline. 产品/服务/项目管理:确保所有产品符合卓越标准
Operations Managment: To continually improve internal process to realize efficiencies, 运营管理:持续改进内部流程以实现效率
Capitalize on physical facilities (location, capacity, etc.) 利用物理设施(位置、容量等)
Improve organizational structure.Redirect or restructure available resources. 改善组织结构。重定向或重组可用资源
Technology Managment: Increase efficiencies through use of wireless or virtual technology. 技术管理:通过使用无线或虚拟技术提高效率
Communication Management: Improve internal communications. 沟通管理:改善内部沟通
Customer Management: Acquire enhanced CRM data mining capabilities. 客户管理:获得增强的CRM数据挖掘功能
Marketing Management: To continuously broaden our customer database by getting new information on customer characteristics and needs.营销管理:通过获取有关客户特征和需求的新信息,不断扩大我们的客户数据库。
Develop and implement a promotional plan to drive increased business. 制定并实施促销计划,以推动业务增长
Channel Management: To aggressively strengthen our upstream channels. 渠道管理:积极加强上游渠道
Improve the distributor and supplier relationships. 改善经销商和供应商关系
People: To hire, develop and maintain the right people, in the right place 人员:在合适的地方雇佣、培养和维护合适的人员
Employ professionals who create success for customers. 雇佣为客户创造成功的专业人员
Training:Develop broad set of skills useful for customer support. 培训:培养对客户支持有用的广泛技能
To develop the leadership abilities and potential of our team. 培养团队的领导能力和潜力
Strategic Objectives of GME GME的战略目标
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.
诚信:我们将在我们所做的每一件事上都坚持诚实和信任。我们相信什么就说什么,说什么就做什么。             
持续改进:我们将制定雄心勃勃的目标,努力实现目标,然后一次又一次地“提高标准”。我们相信,在学习环境中,一切都可以做得更好、更快、更有效。             
客户热情:我们将致力于创造热情客户的产品和服务。没有人会因为为客户做了正确的事情而被怀疑。             
团队合作:我们将通过作为一个专注于全球领导力的通用汽车团队共同思考和行动来获胜。我们的优势在于我们的高技能人才和多样性。             
创新:我们将挑战传统思维,探索新技术,实施新想法,无论其来源如何,比竞争对手更快。             
个人尊重和责任:我们将尊重与我们合作的个人,我们将对我们的行为和工作结果承担个人责任。
1.1.2 Workforce requirements that are capable of achieving the organisation’s objectives 能够实现组织目标的劳动力需求
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.
通用汽车欧洲公司正在使用分级方法。在这种方法中,每个员工都由各自的主管控制。每个主管都会向最高管理层提交员工的绩效报告。在GME中,每个员工都是忠诚的。公司将合适的员工安排到合适的工作岗位,以实现组织的目标。该公司有20.9万名员工。每一位员工都得到了适合其工作的适当培训,这有助于组织在有竞争力的员工的帮助下实现目标。
1.2 Tools and Techniques available to set team performance targets 可用于设定团队绩效目标的工具和技术
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.
以下重要目的来源于不同的资源,包括通用汽车网站、文章、通用汽车最终报告。             
GME的运营绩效按季度在董事会层面进行报告和查看,然后将总结报告发送给最高管理层。借助记分卡检查员工的绩效。我给出了日常绩效衡量,也可用于长期战略目的。定期审查每日、每周和每月目标。一个重要的考虑因素是确保目标保持适当和稳健的公司绩效衡量标准。       
GME core purpose is to create value for customers to earn their lifetime loyalty.
GME的核心宗旨是为客户创造价值,赢得终身忠诚。
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的成功取决于客户。与他们一起购物的顾客和为他们工作的人。如果顾客喜欢该公司提供的服务,他们更有可能再次回来与他们一起购物。如果GME团队发现公司的回报,他们更有可能会不遗余力地帮助客户。
1.2.1 Processes that deliver outcomes based on organisational goals and aims 基于组织目标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在整个组织运营中使用平衡计分卡方法。每个部门根据需要更改平衡计分卡。这些绩效在较低级别的团队会议上进行衡量,并在战略层面进行讨论。
1.2.2 Appropriate methods for evaluating performance 评估绩效的适当方法
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 .
每个员工都有个人发展规划文件夹。此文件夹包含所有绩效评估、已提供的培训和未来的培训需求以及一些部门绩效数据。同样,记分卡有助于公司识别改进。
1.2.3 Review capacity and capability of current work force 审查当前劳动力的能力
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.
利用现有劳动力,GME已成为欧洲私营部门最大的公司和雇主。GME仍在突飞猛进地扩张,并获得了比以前更高的利润。市场有足够的劳动力来满足欧洲的招聘需求。然而,对于国际行动,招聘是在当地国家进行的。该公司现有员工20.9万人,完全有能力在未来的扩张计划中维持自己的生存。
1.2.4 Plans to meet long term, medium and short term requirements 满足长期、中期和短期要求的计划
Increase General Motors U.S. market share to 33% 将通用汽车美国市场份额提高至33%
Improve customer satisfaction as evidence by points of market share, not fractions 通过市场份额而不是分数来提高客户满意度
GM’s Future Hydrogen Power Plans (Mike Floyd, 2010) 通用汽车未来的氢动力计划
GM Cuts Unnecessary Spending 通用汽车削减不必要的开支
GM Sales Soar 11.4 Percent In March On Market ‘Shift’ First Posted: 04/ 1/11 通用汽车3月销量飙升11.4%上市“换班”首次发布:2011年4月1
Medical plan and insurance for the employs 员工的医疗计划和保险
All of these plans meet the objectives criteria and are in alignment with the growth. 所有这些计划都符合目标标准,并与增长保持一致。       
1.2.5 communicate workforce plan 传达劳动力计划
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通过员工简报、小册子、员工福利期刊、员工自己的网站、内部网、电影和广告宣传上述计划。由于在运营端从事兼职工作的人员的性质,灵活工作时间的使用在GME的组织中非常流行,因此每个部门都有一个轮班和额外工作时间可用文件夹,员工可以通过该文件夹进行交流,并在使用员工留言板时相互留言。
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的正式培训计划由五个部分组成,其中前三部分可通过GM大学获得,GM大学是世界上最大的企业教育计划之一。
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.
通用汽车为整个企业的员工建立了学习型组织和文化。通用汽车大学旨在使公司的培训投资与其业务需求保持一致,并传播最佳实践和核心价值。
Foundation skill training (i.e. computer software, GM history and business orientation)基础技能培训(即计算机软件、通用汽车历史和业务方向)
Functional specific skills and techniques 特定功能技能和技术
Leadership and professional development 领导力和专业发展
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.
每个部门的在职培训此外,通用汽车通过学费援助、Cardean e-MBA项目和技术教育项目支持高级教育和认证。
Tuition Assistance Program: This program regular active salaried employees are eligible for tuition assistance upon date of hire. 学费援助计划:该计划正式在职受薪员工在受雇之日有资格获得学费援助。
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:通用汽车公司提供各种研究生课程。请与您感兴趣的运营单位联系,了解个人机会。
On-Site Classwork: Number of educational courses are offered in conjunction with educational institutions throughout the United States. 现场课堂作业:与美国各地的教育机构联合开设了许多教育课程。
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.
新员工指导:通用汽车新员工(GMNH)是通用汽车新团队成员的独特支持系统。简单地说,通用汽车新员工与我们经验丰富的通用汽车团队成员配对,其主要目标是将新员工专业地转变和发展到通用汽车文化中。提供并帮助体验专业成长、企业文化、新想法和观点,同时推动业务成果。在迈向未来的过程中,指导至关重要。今天的新员工将成为我们明天的领导者。
1.2.6 Improvements made are in line with the organisation’s vision and objectives 所做的改进符合组织的愿景和目标
Total worldwide vehicle sales $8.4 million in the year 本年度全球汽车销售总额为840万美元
Offering a lease product in certain geographic areas 在特定地理区域提供租赁产品
In the year ended December 31, 2010 company worldwide market share was 11.4%. 截至2010年12月31日,公司全球市场份额为11.4%。
Total of 20,215 distribution outlets throughout the world. 全球共有20215家分销网点
Currently offer 19 FlexFuel vehicles for the 2011 model year. 目前为2011年款提供19辆FlexFuel车辆
Increase the volume of vehicles produced from common global architectures 增加全球通用架构生产的车辆数量
to more than 50% of company total volumes in 2015. 2015年,该公司的销售额占公司总销售额的50%以上
Diesel vehicles have become important in the European marketplace, where company encompass 50% of the market share. 柴油车在欧洲市场已经变得重要,该公司占据了50%的市场份额
1.2.7 Improvements to reduce gap between what customers and stakeholders want 改进以减少客户和利益相关者之间的差距
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的成功意味着各级利益相关者对公司的表现非常满意。GME的份额被认为是市场上最可靠的。通过将社区和不同的利益相关者放在记分卡的核心位置,定期检查进度,客户和利益相关者之间的差距大大缩小。             
达成团队绩效目标以实现战略目标             
本节旨在探讨与最终战略收益相匹配的团队绩效目标。
2.1 Required Performance Targets Within Teams Against Current Performance 团队内要求的绩效目标与当前绩效
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.
公司有责任与社区接触,了解他们的当地购物偏好。团队被要求礼貌、乐于助人和热情。每个公司都有目标。这些目标与年度、季节和周目标进行比较。所有部门经理和工作人员都可以获得相关信息,并通过内部沟通渠道重申这些目标。每个在公司工作的员工都有目标。       
2.1.1 The type of skills, knowledge, understanding and experience required to undertake current and planned organisational activities 开展当前和计划组织活动所需的技能、知识、理解和经验类型
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.
在操作层面,对所需的高技能没有太大的需求,但随着管理层级的增加,相关技能也随之增加。例如,部门经理必须精通时间保持和管理,商店经理更注重项目,并且必须更了解财务状况。GME确定其员工的培训需求。随着公司越来越以技术为导向,公司正在大量投资于自助结账监控和在线报告等系统的培训。公司员工现在可以在线管理自己的个人资料,并通过该渠道处理与人事相关的事务。所有这些都需要通过GME学院进行沟通和培训。
2.1.2 Systems for collecting and assessing information on the overall performance of theorganisation to identify opportunities for improvement 收集和评估理论化总体绩效信息以确定改进机会的系统
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严重依赖于收集和评估信息的数字化方式。尽管如此,它确实通过当地传单和当地调查与社区接触,但在战略层面上,它通过CSR(企业社会责任)倡议与社区接触。它发现,它需要投资更优质、更公平的产品。GME前端的每一笔交易都存储了5年,这一海量数据有助于分析和比较整体业绩的销售数据。
2.2 Encourage individual commitment to team performance in achieving organisational objectives.鼓励个人致力于团队绩效,以实现组织目标
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.
通过激励技术鼓励员工,如员工价值奖竞赛、当月最佳员工以及鼓励每位员工成为团队成员。这些技巧有助于提高员工士气,最终实现个人的承诺。
2.3 Context of delegation, mentoring and coaching to achieve organisational objectives 授权、指导和辅导的背景,以实现组织目标
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.
导师制的概念被用于毕业生培训计划中,在该计划中,应届毕业生将获得一年左右的导师。运营人员往往会得到更多的指导,他们的技能上的任何限制都会在员工培训室中得到本地解决。在基层,没有太多的授权参与,或多或少,运营团队完成了他们被要求完成的工作,轮换工作的机会很小。
3 Monitor activities to improve team performance 监控活动以提高团队绩效
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).
改进团队绩效过程的战略实施必须是自上而下的方法。沟通是战略实施的核心。如果最高管理层没有所需的动机加上强有力的沟通渠道,那么它就会监控任何战略系统和流程。因此,GME采用了各种渠道来实现信息的顺畅流动,并引入了各种制衡机制,以便根据设定的目标来衡量平衡计分卡。整个过程包括主管、团队领导和其他管理人员参与每年两次的员工评估。鼓励员工参与公司发展计划,该计划被称为个人发展计划(PDP)。每个员工都制定自己的目标。通过PDP文件夹和员工评估监控进度。             
工作目标、关键日期和支持材料的确定由管理层提供,并在每日和每周员工会议上提供,以便员工衡量其贡献。平衡计分卡被视为用于组织的适应能力,并被归类为控制战略绩效的输入输出方法。平衡计分卡有助于加强组织的核心竞争力,并使员工能够在市场上保持竞争优势。。
3.1 Monitoring team performance 监控团队绩效
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.
在对GME采用的平衡计分卡方法进行基于资源的审查之后。它包含每日、每月、季度和年度战略控制以及控制和监控的步骤。             
平衡计分卡侧重于人类活动因素和操作的协调和整合。它限制人们的工作方式,而不是直接试图影响人们(员工和社区)他们应该实现的目标。平衡计分卡有助于审查所有管理结构和各级的目标和进展。GME经常性的运营问题每周或每月讨论一次,而战略问题则更经常在每季度的经理会议上提出。这与平衡计分卡演变的经典观点一致。
3.2 Evaluation of team performance against agreed objectives 根据商定目标评估团队绩效
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.
团队绩效通过360反馈、团队简报和采用德明的PDC方法进行评估。确定了改进的领域,并通过团队练习立即沟通。
4 Contribution of influence and persuasion to team dynamics 影响力和说服力对团队动力的贡献
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.
自从不同管理理论的演变以来,现代商业世界使用了所有这些理论的混合体。通过货币手段激励员工仍然是更好的劳动力产出背后的一个更大因素。本节将衡量这些激励技术对团队动态的影响。       
4.1 Methodologies to gain commitment to action 获得行动承诺的方法
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管理层将泰勒主义和马斯洛需求理论相结合,通过让员工真正参与决策,让他们成为组织的一部分,并通过奖金和其他与绩效相关的加薪,给予他们金钱奖励,从而提高工作满意度。这是一种行之有效的方法,可以让GME员工承诺实现目标。GME雇佣了超过209000名员工,他们都参加了员工提问时间会议,这使公司管理层能够获得关于工作条件的宝贵反馈。这是一个360度的练习,不仅可以向员工提供反馈,还可以让员工分享他们的经验和意见,以帮助更好地为客户服务。员工培训和发展是另一个成功的工具,公司利用它与员工接触,并丰富他们与他们合作的经验。一个好的计划,如HPWS(高绩效工作系统),在留住有经验的员工方面非常有效。员工保留和忠诚是每个成功组织的标志。
4.2 Impact of individual dynamic on securing commitment to action 个人动态对确保行动承诺的影响
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.
首席执行官对确保员工承诺采取行动的影响在GME组织结构的各个层面都有体现。因为任何战略行动都必须通过有效的高层管理来引导。GME现任老板通过获得各种奖项并将GME的成功提升到前所未有的水平,赢得了业界和员工的尊重。       
Conclusion 结论
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试图在上述四种学习成果中探索GME,并发现这是由于富有远见的领导力和创新的绩效管理措施。四项学习成果通过公司采用的目的和平衡计分卡方法检查了绩效目标的设置。GME进一步使用各种控制和监控机制及其“高绩效工作系统”来帮助实现其目标。团队成员使用不同的激励技巧来提高士气并提高劳动产出。这些团队包括通过培训和发展丰富员工经验,通过分享和利润激励分享成功。最后,我们讨论了所有重要的战略领导力。有人认为,如果没有管理层富有远见的领导,GME将无法享受今天所享受的利益。尽管GME是领先的超市,但它仍在继续扩展到更多元化的产品组合。Assignment作者曾在其中一家商店工作过,相信这一趋势在可预见的未来会继续下去。本站提供各国各专业Assignment写作指导服务,如有需要可咨询本平台。

此论文免费


如果您有论文代写需求,可以通过下面的方式联系我们
点击联系客服
推荐内容
  • 国外大学怎么写assignm...

    很多即将留学海外或初次留学海外的学子经常会问:国外大学怎么写assignment?其实,assignment并不难写,只要你能够了解并熟悉assignment的......

  • 硕士课程论文格式样本:Pop...

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

  • 英文Assignment和D...

    英文Assignment和Dissertation的写作细节(珍藏版)-Dissertation大体结构-Dissertation写作思路-Dissertati......

  • 怎么写assignment?

    怎么怎么写assignment?:assignment格式...

  • 麦当劳在澳大利亚的管理问题研...

    本文是麦当劳在澳大利亚的管理问题研究assignment指导。现如今,德管理对全球市场上的公司取得持续发展和长期成功来说是及其重要的。大多数的麦当劳餐厅都提供柜......

  • 从女性黑人说唱音乐中看美国传...

    本文是本站代做的assignment范文,有关女性解放问题。人们都认为黑人女说唱音乐应该不受传统观念的束缚,它应当是创新的、能够促进黑人女性解放的,并且能够提高......