饮食行业业绩卓越奖及波多里奇奖（2）(ppt 171页)

饮食行业业绩卓越奖及波多里奇奖（2）目录：
主题4：类、条款、区域以及特殊问题
主题5：基于波多里奇标准的自我评估和改进
主题6：如何实施波多里奇奖及如何编写自评报告

 

饮食行业业绩卓越奖及波多里奇奖（2）内容提要：
Results Triad结果三元组
Human Resource Focus (Category 5), Process Management (Category 6), and Business Results (Category 7) represent the results triad. Your organization’s employees and its key processes accomplish the work of the organization that yields your business results.
人力资源重点（第5类）、过程管理（第6类）、以及经营结果（第7类）是结果三元组。组织的员工及其关键过程是完成经营结果的全部。
All actions point toward Business Results—a composite of customer, product and service, financial, and internal operational performance results, including human resource and social responsibility results.
所有活动都是以综合经营结果为导向—顾客群、产品和服务、财务的以及内部运作的业绩结果，包括人力资源和社会责任结果。
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System Foundation体系建立基础：
Measurement, Analysis, and Knowledge Management (Category 4) are critical to the effective management of your organization and to a fact-based system for improving performance and competitiveness. Measurement, analysis, and knowledge serve as a foundation for the performance management system.
测量、分析及知识管理（第4类）是组织的有效管理以及以事实为基础的、提高业绩和竞争力的体系的关键。测量、分析及知识能够作为业绩管理体系的基础。
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Key Characteristics of the Criteria - Maintaining Organization-Wide Goal Alignment 标准的关键特性—保持组织广泛的目标调整：
Alignment in the Criteria is built around connecting and reinforcing measures derived from your organization’s processes and strategy. The use of measures thus channels different activities in consistent directions with less need for detailed procedures, centralized decision making, or process management. Measures thereby serve both as a communications tool and a basis for deploying consistent overall performance requirements. Such alignment ensures consistency of purpose while also supporting agility, innovation, and decentralized decision making.
标准中的一贯性建立在相关的组织过程和战略所引发的测量上。使用测量能引导不同的活动的朝向同一方向，而较少需要详细的程序、集中决策、或者过程管理。因此测量既可以作为沟通工具，又可以用来部署一致性的绩效要求。一贯性在支持灵敏性、创新以及授权的同时，还能确保目标的一致性。

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