企業(yè)績效管理【外文翻譯】

1、外文文獻(xiàn)翻譯譯文一、外文原文CpatePerfmanceManagementAbstractTwoofthemostimptantdutiesofachiefexecutiveofficerare(1)tofmulatestrategy(2)tomanagehiscompany’sperfmance.Inthisarticleweexaminethesecondofthesetasksdiscusshowcpateperfmancesh

2、ouldbemodeledmanaged.Webeginbyconsideringtheenvironmentinwhichacompanyoperateswhichincludesbesidesoutsidestakeholderstheindustryitbelongsthemarketitsuppliesthenproceedtoexplainhowthefunctioningofacompanycanbeunderstoodby

3、anexaminationofitsbusinessoperationalperfmancemanagementmodels.Nextwedescribethestructurerecommendedbytheauthsfacpateplanningcontrolevaluationsystemthemostimptantpartofacpateperfmancemanagementsystem.Thececomponentofthep

4、lanningsystemisthecpateperfmanceevaluationmodelthestructureofwhichismappedintotheplanningsystem’sdatabasesimulationmodelsbudgetingtools’structuresalsousedtoshapeinfmationcontainedinthesystem’sproductsbesidesbeingthenucle

5、usofthelanguageusedbythesystem’sagentstotalkaboutcpateperfmance.Theontologyofplanningtheguidingprinciplesofcpateplanningthehistyof”MADE”thecpateperfmancemanagementsystemdiscussedinthisarticlearereviewednextbefeweproceedt

6、odiscussindetailthestructuralcomponentsofthecpateplanningcontrolsystemintroducedbefe.Weconcludethearticlebylistingthemainstepswhichshouldbefollowedwhenimplementingaperfmanceplanningcontrolevaluationsystemfacompany.1.Intr

7、oductionTwoofthemostimptantcpatetasksfwhichachiefexecutiveofficerisprimarilyresponsibleare(1)tofmulatestrategy(2)tomanagethecompany’sperfmance.Inthisarticleweexaminethesecondofthesetasksdiscusshowpowercustomerageetc.)Whi

8、chbarriersdoesaclientrunintowhenchangingsuppliersDoclientshavethepowertoimposepricestradeconditionsWecallthepeoplewhohaveinterestinareaffectedbyacompany’sperfmanceits“stakeholders”grouptheminthecategiesof“insiders”“outsi

9、ders”.Theinsidersarethecompany’sentrepreneurscontrollingshareholdersitsmanagersemployees.Theoutsidersincludecustomerssuppliersminityshareholdersdebtholdersthegovernmentinitsrolesofpublicgoodssupplierregulattaxcollectalso

10、thecommunitieswherethecompanydoesbusiness.Itisimptanttonotethatstakeholdersbesidesbeingaffectedbyalsoinfluencecpateperfmanceitisoftennecessarytosearchftheeffectsofthisinfluencewhenappraisingperfmance.Thatismeanttoincreas

11、ethedepthofthisbriefanalysisofcpatestructureexternalrelations.Microeconomictheyconsidersthecompanyasasocialproductionunitthatusesacertaintechnologytoproduceasetofoutputsfromasetofinputs.Thefunctionthatmapsinputquantities

12、intomaximumoutputquantitiesobtainablefromtheinputsiscalledthe“productionfunction”“productionfrontier”.Knowledgeofthisfunctionisimptantfmeasuringthetechnicalefficiencyofaproductionunitaverysignificantperfmancemetric.Sever

13、altechniquesexistfthespecificationofproductionfunctionsfrontiersgroupedunderthenamesof“DataEnvelopmentAnalysis”“StochasticFrontierAnalysis”.Companiesarecreatedbyentrepreneurstheagentsthatganizecodinateproductionwiththehe

14、lpofprofessionalmanagers.Entrepreneursplayacrucialroleinshapingcpateperfmance.Ononesiderecognizedentrepreneurialcapacity─alsolargecontactwks─arevitalfraisingthefinancialcapitalnecessarytobuildstructuralphysicalcapital.On

15、anothersidetheentrepreneurs’reputationcontactsareessentialtoattracttheintellectualcapitalthattogetherwiththestructuralcapitalisthefoundationofinnovationcapacity.Abusinessmodelisaconceptualrepresentationofthewayacompanydo