珠宝行业波多里奇奖讲义(ppt 171页)

珠宝行业波多里奇奖讲义目录：
一、领导力
二、战略策划
三、顾客和市场关注
四、测量、分析及知识管理
五、人力资源关注
六、过程管理
七、经营结果

 

珠宝行业波多里奇奖讲义内容提要：
Key Characteristics of the Criteria - Maintaining Organization-Wide Goal Alignment （1）
标准的关键特性—保持组织广泛的目标调整(1)
The systems perspective to goal alignment is embedded in the integrated structure of the Core Values and Concepts, the Organizational Profile, the Criteria, and the results-oriented, cause-effect linkages among the Criteria Items.
系统性的实施企业目标一贯化体现在一个整合的架构上，包括核心价值及观念，组织解析、标准、及因果导向的经营结果上。
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“Integration” refers to the extent to which
“整合”是指下列项目的程度：
 - your approach is aligned with your organizational needs identified in other Criteria Item requirements,
 -  你的方式与其他标准条款需求中识别的组织需求相匹配；
 - your measures, information, and improvement systems are complementary across processes and work units,
 - 你的测量、信息和改进体系是充分的；
 - your plans, processes, results, analysis, learning, and actions are harmonized across processes and work units to support organization-wide goals.
 - 你的计划、过程、结果、分析、学习，以及活动在整个流程和工作单位中协调一致，以支持组织广泛的目标。
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Definition of High Performance高业绩的定义
The term “high-performance work” refers to work approaches used to systematically pursue ever-higher levels of overall organizational and individual performance, including quality, productivity, innovation rate, and cycle time performance. High-performance work results in improved service for customers and other stakeholders.
术语“高业绩工作”是指系统性的追求更高组织或个人表现的工作方法（包括质量、生产力、创新率以及周期时间业绩）。高业绩工作能导致对顾客和其他利益相关方服务的改进。
The drivers for high performance are “good human resources practices” and “organizational and personal learning”.          “良好的人力资源管理”以及“组织和人员的学习”是高业绩的驱动器。

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