BenchmarkingforPerformanceEvaluation(英文版).pptx

业绩用英语怎么说对于外贸员来说，其业绩是每个月提成的保证，而它的英文，你们知道吗?以下是店铺给大家带来业绩的英语说法，以供参阅。

业绩的英语说法1.achievement2.performance业绩的相关短语业绩评估performance evaluation ; assessment of performance ; Performance Reviews ; Performance Appraisal 业绩评价performance measurement ; performance evaluation ; evaluation of performance ; performance management业绩标准 performance dimension ; Performance Standards ; performance criterion ; Performance Characteristics Criteria 总体业绩 aggregate performance业绩报表 earning report业绩基准 Benchmark ; Performance Benchmarking销售业绩Sales Performance ; Sales ; Sales Budget ; sales credit运行业绩 operational performance企业业绩Business Performance ; Industrial effect ; firm performance业绩的英语例句1. There is no provision for funding performance-related pay rises.没有为与业绩挂钩的加薪预作资金准备。

2. The job needs someone with a good track record in investment.这项工作需要有良好投资业绩的人来担当。

2010 Research on warehouse design and performance evaluation: A comprehensive review摘要：本文对关于仓库设计、绩效评估、实践案例研究和计算机辅助工具的研究进行了仔细地综述。

本文以及较早的一篇关于仓库运作的综述在系统分类的框架下对现有的学术研究成果进行了综述。

本文讨论了该框架下的每一个研究领域，包括以前的研究局限和将来的潜在研究方向。

1.前言……本文的目标是提供关于改进仓库设计实践的可用的方法和工具的全面概述以及确定未来潜在研究方向。

仓库设计涉及5个方面(如图1所示)：确定仓库总体结构；确定仓库以及各部门的形状和规模；确定每个部门的详细布局；选择仓库设备；以及选择运作战略。

总体结构(或概念设计)确定仓库物流模式，各职能部门的规范以及各职能部门之间的物流关系。

形状和规模决策确定仓库的形状和规模以及不同仓库部门的空间分配。

职能部门的布局是仓库内部的详细布局，例如，取货(retrieval)区域的通道布局，储存区域的分块对多模式(block-stacking)，以及自动存取系统(AS/RS)的布局。

设备选择决策确定合适的仓库自动化水平，确定储存、运输、拣选和分类的设备类型。

运作战略的选择确定仓库如何运作，例如考虑储存和订单拣选。

运作战略是指对其他设计决策具有全局影响的运作决策，所以需要在设计阶段进行考虑。

此类运作策略包括随机储存或专用储存的选择，是否使用分区拣选，以及拣选时分类还是拣选后分类的选择等。

具体的运作策略，例如如何分批方法以及订单拣选路径，则不被看着是设计问题，所以在Gu et al. (2007)讨论。

仓库设计决策之间具有很强的关联性，所以很难确定这些决策之间的明确界限。

所以我们提出的分类不能被看着是唯一的，该分类并不表明任何决策都应该独立制定。

另外，在设计阶段不应该忽视运作绩效的测量，因为实际决策对效率有强烈的影响，而一旦仓库被建立起来改变这些设计决策的代价是昂贵的甚至不可行的。

BENCHMARKINGBenchmarking can be thought of as a scientific way of setting objectives that will act as targets before and during the operating period, and comparators during and after the periodBenchmarking can be defined as: 'The establishment, by the collection of data, of comparators that allow relative levels of performance to be identified.’Benchmarking can be thought of as a scientific way of setting objectives that will act as targets before and during the operating period, and comparators during and after the period. The phrase ‘by the collection of data’ is crucial: anyone can establish objectives without the collection of data, but these will be of little use because they are likely to be arbitrary and without any validity. Benchmark data validates objectives.The sources of data that can be used include internal data (for example, comparing the results of different branches), data about other companies (for example, those in the same industry) and government data (for example, data about employee sick days). We will examine the sources of data in more detail later.BENCHMARKING AND THE STRATEGIC PLANNING PROCESSBenchmarking can be used in all three steps of the classical, rational model of strategic planning:Assess the strategic position (internal and external factors)Frequently, strategic planning starts by defining the mission or mission statement. For example, BMW states that its mission is: ‘The BMW Group is the world’s leading provider of premium products and premium services for individual mobility.’So, without comparison through benchmarking, how does BMW know that it is delivering premium products and services?Assessment of an organisation’s current strategic position can be summarised in a SWOT analysis. However, the use of comparators is inherent in a SWOT analysis: if you can say that something is a ‘weakness’ or a ‘strength’ you must be carrying out some sort of comparison when making that value judgement. Similarly with opportunities and threats. A factor is a threat to us only because it is better or stronger than we are in that area – whether it is an organisation that is better financed, or one that produces products more cheaply, or a technological development that promises a better product in terms of cost-benefit, or an organisation that has a stronger brand name.Note that a benchmarking exercise can also highlight where a competitor’s performance is weaker and so point out the areas where that competitor is vulnerable and might be fruitfully attacked. For example, if it is found that the quality andr eliability of a competitor’s products are inferior to one’s own products, then an advertising campaign emphasising quality of our products could be effective.In all cases, the SWOT analysis should be based as far as possible on facts; data that has been collected and transformed into benchmark standards.Consider strategies and make choicesChosen strategies are those that should lead to competitive advantage.According to Michael Porter, competitive advantage can be obtained through either cost leadership or differentiation (each with or without focus). If cost leadership is to be attained, then an organisation must know what costs it needs to beat. What are competitors’ costs? What are the benchmarks for cost leadership? If the organisation has little hope of equalling or bettering those costs, then cost leadership is not a sensible strategy to attempt.Similarly with differentiation. This strategy is always more complex than cost leadership, where the main criterion is simply to lower unit costs while maintaining average quality. Differentiation, however, can be attained in a multitude of ways: quality, brand, style, innovation. Whatever the secret of differentiation is, it must be something that beats the competition – better quality, stronger brand attributes, better style or more radical innovation. Once again, measuring how competitors perform in these metrics is essential.Strategic implementation (strategy into action)Setting objectives is a major tool for implementing a strategy. Strategic plans are often communicated by issuing budgets to divisions, departments and individuals and, of course, budgets consist of objectives or targets. However, budgets have to be both challenging (to stay competitive and generate motivation) and attainable (to be taken seriously). Once again, an assessment of potential attainability should be based on the results that other organisations achieve, and so budget targets need to be benchmarked against these.Therefore, benchmarking can be used to:∙push people in the directions where improvement is required∙provide measures as to whether that required performance has been attained or to indicate what improvement is still needed.TYPES OF BENCHMARKThere are a number of different ways in which benchmarks can be established. A common categorisation of the approaches is as follows:Internal benchmarking. This does not mean simply inventing an objective internally out of thin air because benchmarking implies comparison. Internal benchmarks are likely to be set by looking at historical performance or performances achieved by different branches or divisions. If last period’s actual results showed that it took 12 minutes to produce each unit, then it might be valid to set a benchmark of 11.5 minutes for the next period. Similarly, if the best branch achieved a net profit percentage of 15%, then that might be a valid target to set all branches.The potential danger with these approaches is that they are both inward-looking. Therefore:∙No attention has been paid to what other organisations, such as competitors, are achieving. Note that Porter talks of the need to achieve competitive advantage. It’s all very well saying that our best branch achieves 15% net profit, but what ifcompetitors routinely achieve 18%? S imilarly, last year’s production time of 12 minutes might be way in excess of more efficient producers.∙Additionally, the opportunities for learning are small. If an organisation does not realise that competitors are better, not only is that dangerous in itself, but theorganisation will never be inspired to try to find out how competitors do better. However, internal benchmarking can have advantages, such as:∙access to the required data should be quick, easy and cheap∙it might be the only method if there are no external suitable companies for comparison∙it might be the only approach possible where other companies’ data is confidential and difficult to obtain.Industry benchmarking. In this approach, benchmarks are set by looking at what other organisations in the same industry achieve. Industry benchmarking can be divided into:∙non-competitor benchmarking∙competitor benchmarking.Examples of non-competitor benchmarking can be seen in comparing treatment results for hospitals in different towns, the efficiency of rubbish collection by different local authorities and the exam success of children in different schools. Because the different organisations are not in competition, the exchange of data should be relatively open, though an organisation that thinks it is performing poorly might be reluctant to release its data. Therefore, governments often insist that state enterprises, such as schools or hospitals, publish statistics as it is recognised that this is important information for managers, staff, users of the facilities and government. The hope is that by publishing the data, poorer performers will be motivated to improve their game and to learn from good performers.Examples of competitor benchmarking can be seen in aircraft turnaround times (how long the aircraft is on the ground between flights) and the load factor (what percentage of seats are occupied) for different airlines. Both of these are relatively easy to measure because they are very visible and you can be sure that airlines keep a close watch on their competitors’ statistics. However, you will appreciate that many of the most interesting pieces of data about a competitor will not be easily accessible and that competitors will often try to keep this information confidential to try to maintain their own competitive advantage. Manufacturing companies sometimes use reverse engineering to attempt to calculate competitors’ costs. It is common, forexample, for car companies to buy a competitor’s new model and to dismantle it carefully as the basis for estimating production costs and time.Although industry benchmarking might seem to be almost foolproof, there is a danger that benchmarks are inappropriate because comparisons are made with the wrong organisation or because no allowance has been made for important differences. Therefore, when comparing the performance of children in schools, it would probably be valid to make allowance for schools in different parts of town. A school in a relatively rich area where many parents are well-educated and supportive of their children might be expected to outperform a school in a poorer area. In addition, an organisation might not be perceived as a competitor (and therefore not used for benchmarking) when in fact it is in competition. For example, there is no point in being a really efficient producer of inexpensive stand-alone digital cameras when that market is being supplanted by the increasing quality of cameras in mobile phones. Similarly, the exercise would be of limited use in comparing the costs of customer interactions in a traditional bank with those of a purely online bank.Sometimes, organisations in a particular sector set up collaborative benchmarking. Data can be shared either openly (where there is no competition) or anonymously (where there is competition) so that the whole industry can make use of the data to improve. Thus, in the UK each year the Department for Business, Innovation and Skills (a government department) publishes key performance indicator data (around 700 datasets) for the construction industry. Each company will be able to recognise its own data and therefore judge how it is performing relatively.Best-in-class benchmarking. In this approach, rather than comparing entire organisations, the individual activities of an organisation are compared to those activities in other organisations where the activities are carried out really well. So, it would be valid for a telephone-based bank to compare its call answering times to those in an organisation in a different sector that had a very good reputation in dealing promptly with phone calls. From a pricing perspective, a hotel business might learn a lot from studying how airlines change their fares in response to demand. Both hotel room vacancies and unoccupied aircraft seats are perishable commodities and maximising profits in both industries depends on enticing in the last guest or traveller at the maximum marginal revenue.One of the most famous examples of best-in-class benchmarking is that of airlines improving their turnaround times by benchmarking themselves against Formula One racing car pit-stop operations. In both cases, there will be both routine operations to be carried out efficiently and occasional emergency or unexpected repairs and replacements of components. Well-trained teams, spares inventories, technician availability will be essential to the success of both operations.The great strength of best-in-class benchmarking is the high degree of learning that is encouraged. The observation of very successful processes and activities, wherever found, will often generate radical innovation and improvement in an organisation’s competitive strength. Furthermore, very good performance in one aspect of a certain industry, perhaps a very slick website in a travel site, is likely to raise customers’expectations in many different industries, so that slick websites are expected everywhere.WHAT SHOULD BE BENCHMARKED?Priority should be given to benchmarking performance areas that result in an organisation’s success. As mentioned above, an organisation’s success should be defined by its mission, and ambitions stated there should be benchmarked. So, BMW needs to devise measurements that address its mission to make premium products and to deliver premium services, and then must compare its performance to that of companies like Mercedes (same industry) and perhaps to a company such as Amazon for customer service and delivery of spares and accessories.In profit-seeking organisations competitive advantage can be achieved either by cost leadership or differentiation. If cost leadership is the generic strategy adopted by a supermarket, then the following might be worth benchmarking against competitors:∙Turnover/employment costs∙Shop rent/m2∙Inventory turnover∙Inventory costs∙Wastage∙Number of inventory lines stocked (keep low to minimise costs)∙Gross profit percentageIf, however, the supermarket attempted to compete through differentiation and presented itself as an upmarket brand, then the following might be particularly worth benchmarking:∙Number of inventory lines stocked (keep high to offer choice)∙Number of new products brought to market∙Number of unique products∙Gross profit percentage∙Check-out queuing times∙Customers’ impressions of quality.Of course, this is not to say that the upmarket supermarket would not care about wastage and so on, but a cost leader lives or dies by keeping costs very low while a differentiator depends on high levels of service, innovation, uniqueness, style and quality.Another approach that can indicate where benchmarking would be particularly useful is to examine an organisation’s value chain. Porter set this out as follows:The rationale behind the value chain is that, as a result of an organisation spending time, money and effort carrying out the various activities, the organisation manages to make a profit. In other words, customers are willing to spend more on what the organisation produces than all the activities leading to production actually cost. So the organisation must be doing more than is explicitly depicted on the value chain: this is the value added. For example, because of its size the organisation might have access to economies of scale that are not available to customers. Or the organisation might be using know-how that customers do not possess. Whatever gives rise to the value added is the source of profit and should therefore be benchmarked: poor performance there compared to competitors will eventually lead to declining profits. Therefore, if a supermarket believes that its customers are loyal because it stocks a very wide range of food, then the supermarket should be comparing its range to those in competing supermarkets.Examination of generic strategies and the value chain shows that benchmarking can be applied to:∙functions (for example, benchmark the cost of running the corporate internet)∙processes (for example, benchmark how long it takes to deal with a customer complaint)∙branches/facilities (for example, benchmark the efficiency of an entire factory)∙strategies (for example, benchmark how our strategy of organic growth for market entry compared to growth by takeover or merger)∙projects (for example, use benchmarking to establish the duration of project activities).BENCHMARKING METRICSOnce an organisation has decided which aspects of its performance should be benchmarked, it must then establish metrics for those: how can performance be measured?Some items will be easy to measure. For example, the amount of material used, time taken for producing a unit, turnaround time for aircraft, dispatch time for orders.However, some aspects of performance will be more challenging. For example, flexibility to customer requirements, customer service, and capability of staff. However, difficulty in measurement is no excuse for not attempting to measure and set benchmarks if an element of performance is thought to be important.After deciding what to measure and how to measure it, data has to be collected that will form the basis of the benchmark. It is important that the data is as accurate and as representative as possible, otherwise the benchmark will be misleading. For example, there might be little point in setting benchmarks during a period of either very low or very high activity as there are likely to be distortions at these extremes. Similarly, although best-in-class benchmarking looks at best performances from different industries, it remains vital to ensure comparability. For example, it is probably unrealistic to benchmark how often a visit to a travel website results in a sale against the sales rates obtained by a website that sells low-value consumer goods. Consumers are likely to make several visits to a website when they are buyinghigh-value goods before they make up their minds; cheap purchases are likely to be bought more on impulse.POTENTIAL PROBLEMS WITH BENCHMARKINGAs explained above, there is always a danger that a benchmark might not be appropriate. Even if set correctly initially, there is a risk that it is not updated so that organisations become complacent and aim at the wrong things.Benchmarking does not itself explain why an organisation might not be performing properly. The whole exercise is rather pointless if efforts are not made to understand the causes of an organisation’s shortcomings. Instead of using benchmarking as a push towards improvement, and finding out how good companies achieve high performance, managers can sometimes become defensive and begin to defend their performance by attacking the credibility of the target.Whatever is measured is changed. Employees know that whenever performance targets or objectives are set, then almost certainly appraisal will follow. Therefore, full attention is paid to whatever is measured, often to the detriment of overall desirable performance. For example, in the UK National Health Service, governments are very sensitive to accusations that patient waiting lists are too long. Benchmarks for hospitals are then issued. Even where these have been properly established, they can distort the healthcare provided by hospitals. For example, a way to quickly and cheaply reduce waiting lists in orthopaedic departments could be to carry out lots of relatively quick simple operations and to relegate seriously ill patients who need more time-consuming surgery.Ken Garrett is a freelance lecturer and writer。

1.管理与组织导论管理者:(manager)基层管理者:(first-line managers)中层管理者:(middle managers)高层管理者:(top managers)管理:(management)效率:(efficiency)效果:(effectiveness)计划:(planning)组织:(organizing)领导:(leading)控制:(controlling)管理角色:(management roles)人际关系角色:(interpersonal roles)信息传递角色:(informational roles)决策制定角色:(descisional roles)技术技能:(technical skills)人际技能:(human skills)概念技能:(conceptual skills)管理的普遍性:(universality of management)2.管理的历史劳动分工:(division of labor)工作专业化:(job specialization)工业革命:(industrific revolution)科学管理:(scientific management)一般行政管理理论:(general administrative theory) 管理原则:(principles of management)官僚行政组织:(bureaucracy)定量方法:(quantitative approach)组织行为:(organizational behavior)霍桑研究系统:(Hawthorne studies systems)封闭系统:(closed systems)开放系统:(open systems)权变理论:(contingency approach)劳动力多元化:(workforce diversity)电子企业:(e-business)电子商务:(e-commerce)内部网:(intranet)学习型组织:(learning organization)知识管理:(knowledge management)质量管理:(quality management)3.组织文化与环境管理万能论:(omnipotent view of management) 管理象征论:(symbolil view of management) 组织文化:(organization culture)强文化:(strong cultures)社会化:(socialization)工作场所精神境界:(workplace spirituality)外部环境:(external environment)具体环境:(specific environment)一般环境:(general environment)环境的不确定性:(environment uncertainty)环境的复杂性:(environment complexity)利益相关群体:(stakholders)4.全球环境中的管理狭隘主义:(parochialism)民族中心论:(ethnocentric attitude)多国中心论:(polycentric attitude)全球中心论:(geocentric attitude)跨国公司:(multinational corporation)多国公司:(multidomestic corporation)全球公司:(global company)跨国或无边界组织:(transnational or boredrless organization) 初始全球化组织:(born globals)全球外购:(global sourcing)出口:(exporting)进口:(importing)许可证经营:(licensing)许可经营:(franchising)战略同盟:(strategic alliance)合资企业:(joint venture)外国子公司:(foreign subsidiary)市场经济:(market economy)计划经济:(command economy)民族文化:(national culture)5.社会责任与管理道德古典观点:(classical view)社会经济学观点:(socioeconomic view)社会义务:(social obligation)社会响应:(social responsiveness)社会责任:(social responsinility)社会屏障筛选:(social screening)管理的绿色化:(gerrning of management)以价值观为基础的管理:(values-based management) 道德:(ethics)自我强度控制点:(ego strength locus of control)道德准则:(code of ethics)社会企业家:(social entrepreneur)社会影响管理:(social impact management)6.制定决策决策:(decisions)决策制定过程:(decision-making process)决策标准问题:(decision criteria problem)理性的:(rational)有限理性:(bounded rationality)满意的承诺升级:(satisfied escalation of commitment) 直觉决策:(intuitive decision making)结构良好问题:(structured problems)程序化决策:(programmed decision)程序:(procedure)规则:(rule)政策:(policy)结构不良问题:(unstructured problems)非程序化决策:(nonprogrammed decisions) 确定性:(certainty)风险性:(risk)命令型风格:(directive style)分析型风格:(analytic style)概念型风格:(conceptual style)行为型风格:(behavioral style)启发法:(heuristics)7.计划的基础陈述目标:(stated goals)真实目标:(real goals)战略计划:(strategic plans)运营计划:(operational plans)长期计划:(long-term plans)短期计划:(short-term plans)具体计划:(specific plans)方向性计划:(directional plans)一次性计划:(single-used plans)持续性计划:(standing plans)传统目标:(traditional goal setting)手段-目标链:(means-ends chain)目标管理:(management by objectives)使命:(mission)承诺概念:(commitment concept)正式计划部门:(formal planning department) 8.战略管理战略管理:(strategic management)组织战略商业模式:(strategies business model ) 战略管理过程:(strategic management process) 机会:(opportunities)威胁:(threats)资源:(resources)能力:(capabilities)核心竞争力:(core competencies)SWOT分析法:(SWOT analysis)公司层战略:(corporate strategy)增长战略:(growth strategy)相关多元化:(related diversification)非相关多元化:(unrelated diversification)稳定性战略:(stability strategy)更新战略:(renewal strategies)紧缩战略:(retrenchment strategy)扭转战略:(turnaround strategy)BCG矩阵:(BCG matrix)业务层战略:(business strategy)战略业务单元:(strategic business units) 竞争优势:(competitive advantage)成本领先战略:(cost leadership strategy) 遵循差异化战略:(differentiation strategy) 聚焦战略:(focus strategy)徘徊其间:(stuck in the middle)战略灵活性:(strategic flexibility)市场先入者:(first mover)9.计划的工具技术环境扫描:(environment scanning)竞争对手情报:(competitor intelligence) 预测:(forecasts)定量预测:(quantitative forecasting)定性预测:(qualitative forecasting)标杆比较:(benchmarking)资源:(resources)预算:(budget)甘特图:(Gantt chart)负荷图:(load chart)事件:(events)计划评审技术:(the program evaluation and review technique) 活动:(activities)松弛时间:(slack time)关键路径:(critical path)盈亏平衡分析:(breakeven analysis)线性规划:(linear programming)项目管理:(project management)脚本:(scenario)10.组织结构与设计组织结构设计:(organazational structure design)工作专门化:(work specialization)职能部门化:(functional departmentalization)产品部门化:(product departmentalization)地区部门化:(geographical departmentalization)过程部门化:(process departmentalization)顾客部门化:(customer departmentalization)跨职能团队:(cross-functional teams)指挥链:(chain of command)职权:(authority)职责:(responsibility)统一指挥:(unity of command)管理跨度:(span of control)集权化:(centralization)分权化:(decentralization)员工授权:(employee empowerment)正规化:(formalization)机械式组织:(mechanistic organization) 有机式组织:(organic organization)单件生产:(unit production)大批量生产:(mass production)连续生产:(process production)简单结构:(simple structure)职能型结构:(flanctional structure)事业部型结构:(divisional structure)团队结构:(team structure)矩阵型结构:(matrix structure)项目型结构:(project structure)无边界组织:(boundaryless organization) 虚拟组织:(virtual organization)学习型组织:(learning organization)组织结构图:(organizational charts)11.沟通与信息技术沟通:(communication)人际沟通:(interpersonal communication) 组织沟通:(organizational communication) 信息:(message)编码:(encoding)解码:(decoding)沟通过程:(communication process)噪声:(noise)非语言沟通:(nonverbal communication) 体态语言:(body language)语调:(verbal intonation)过滤:(filtering)信息超载:(information overload)积极倾听:(active listening)正式沟通:(formal communication)非正式沟通:(informal communication) 下行沟通:(upward communication)横向沟通:(lateral communication)斜向沟通:(diagonal communication)沟通网络:( communication networks)小道消息:(grape-vine)电子邮件:()即时消息:(instant messaging)音频邮件:(voic)电子数据交换:(electrinic data interchange)电话会议:(teleconferencing)可视会议:(videoconferencing)网络会议:(webconferencing)内部互联网:(intranet)外部互联网:(Extranet)实践社区:(communities practive)12.人力资源管理高绩效工作实务:(high-performance work practices)人力资源管理过程:(human resource management process) 工会(labor union)反优先雇佣行动计划:(affirmative action)人力资源规划:(human resource planning)职务分析:(job analysis)职务说明书:(job description)职务规范:(job specification)招聘:(recruitment)解聘:(decriuitment)甄选:(selection)效度:(validity)信度:(reliability)工作抽样:(work samping)评估中心:(assessment centers)真实工作预览:(relistic job preview)上岗培训:(orientation)绩效管理系统:(performance management system)书面描述法:(written essay)关键事件法:(critical incidents)评分表法:(graphic rating scales)行为定位评分法:(behaviorally anchored rating scales) 多人比较法:(multiperson comparisons)360度反馈法:(360-degree feedback)基于技能薪酬:(skill-based pay)浮动工资:(variable pay)精简机构:(downsizing)性骚扰:(sexual harassment)基于家庭的福利:(family-friendly benefits)13.变革与创新管理组织变革:(organizational change)变革推动者:(change agent)组织发展:(organizational development)压力:(stress)14.行为的基础行为:(behavior)组织行为学:(organizational behavior)员工生产率:(employee productivity)离职率:(turnover)组织公民行为:(organizational citizen behavior)工作满意度:(job satisfaction)工作场所不当行为态度:(workplace misbehavior attitudes) 认知行为:(cognitive component)情感成分:(affective component)行为成分:(behavior component)组织承诺:(organizational commitment)组织支持感:(perceived organizational support)认知失调:(cognitive dissonance)态度调查:(attitude surveys)人格:(personality)马基雅维里主义:(machiavellianism)自尊:(self-esteem)自我控制:(self-monitoring)印象管理:(impression management)情绪:(emotion)情绪智力:(emotional Intelligence)知觉:(perception)归因理论:(attribution theory)基本归因错误:(fundamental attribution error) 自我服务偏见:(self-serving bias)假设相似性:(assumed similarity)刻板印象:(stereotyping)晕轮效应:(halo effect)操作性条件反射:(operant conditioning)社会学习理论:(social learning theory)行为塑造:(shaping behavior)15.理解群体与团队群体:(group)形成阶段:(forming)震荡阶段:(storming)规范阶段:(norming)执行阶段:(performing)解体阶段:(adjourning)群体思维:(groupthink)地位:(status)社会惰化:(social loafing)群体内聚力:(group cohesiveness)冲突:(conflict)冲突的传统观点:(traditional view of conflict)冲突的人际关系观点:(human relations view of conflict) 冲突的交互作用观点:(interactionist view of conflict) 积极冲突:(functional conflict)消极冲突:(disfunctional conflict)任务冲突:(task conflict)关系冲突:(relationship conflict)过程冲突:(process conflict)工作团队:(workteams)自我管理团队:(self-managed work teams)跨职能团队:(cross-functional team)虚拟团队:(virtual team)社会网络构造:(social network structure)16.激励员工动机:(motivation)需要层次理论:(hierarchy of needs theory) 双因素理论:(two-factor theory)保健因素:(hygiene factors)激励因素:(motivators)三种需要理论:(three-needs theory)成就需要:(need for achievement)权力需要:(need for power)归属需要:(need for affiliation)目标设置理论:(goal-setting theory)自我效能感:(self-efficacy)强化理论:(reinforcement theory)强化物:(reinforcer)工作设计:(job design)工作扩大化:(job enlargement)工作丰富化:(job enrichment)工作深度:(job depth)工作特征模型:(job characteristics model) 公平理论:(equity theory)参照对象:(referents)分配公平:(distributive justice)程序公平:(procedural justice)期望理论:(expectancy theory)压缩工作周:(compressed workweek)弹性工作制:(flexible work hours)弹性时间制:(flextime)工作分担:(job sharing)远程办公:(telecommuting)账目公开管理:(open-book management)员工认可方案:(employee recognition programs) 绩效工资方案:(pay-for-performance program) 股票期权:(stock options)17.领导领导者:(leader)领导:(leadership)行为理论:(behavioral theories)独裁型风格:(authoeratic style)民主型风格:(democratic style)放任型风格:(laissez-faire style)定规维度:(initiating strueture)关怀维度:(consideration)高-高型领导者:(high-high leader)管理方格:(managerial grid)权变模型:(contingency model)最难共事着问卷:(least-preferred co-worker questionnaire) 情境领导理论:(situational leadership theory)成熟度:(readiness)领导者参与模型:(leader participation model)路径-目标理论:(path-goal theory)交易型领导者:(transactional leaders)变革型领导者:(transformational leaders)领袖魅力型领导者:(charismatic leader)愿景规划型领导:(visionary leadership)法定权利:(legitimate power)强制权利:(coercive power)奖赏权力:(reward power)专家权利:(expert power)参照权利:(referent power)信誉:(credibility)信任:(trust)授权:(empowerment)18.控制的基础控制:(controlling)市场控制:(market control)官僚控制:(bureaucratic control)小集团控制:(clan control)控制过程:(control process)偏差范围:(range of variation)直接纠正行动:(immediate corrective)彻底纠正行动:(basic correvtive action)绩效:(performance)组织绩效:(organizational performance)生产率:(productivity)组织有效性:(organizational effectiveness)前馈控制:(feedforward control)同期控制:(concurrent control)走动管理:(management by walking around)反馈控制:(feedback control)经济附加值:(economic value added)市场附加值:(market valueadded)平衡计分卡:(balanced scorecard)管理信息系统:(management information system)- - -标杆比较:(benchmarking)员工偷窃:(employee theft)服务利润链:(service profit chain)公司治理:(corporate governance)19.运营与价值链管理运营管理:(operations management)制造型组织:(manufacturing organizations)服务型组织:(service organizations)价值链:(value chain)价值链管理:(value chain management)组织过程:(organizational processes)知识产权:(intellectual processes)质量:(quality)批量定制:(mass customization)- - 总结资料。

主题：性能评估性能评估是指对某一系统、产品或服务的性能进行定量或定性的评定和分析的过程。

在现代社会中，性能评估已经成为各行各业中不可或缺的一部分。

本文将从性能评估的定义、内容、方法和意义等方面进行阐述，并探讨性能评估在不同领域的应用。

一、性能评估的定义性能评估是指对特定系统、产品、服务或个人在特定条件下的表现进行合理分析和评价的过程。

这个过程通常包括对性能指标的测量、分析和评定，以便为系统的改进和优化提供依据。

性能评估需要考虑多个方面的因素，如效率、准确性、稳定性、可靠性等，因此是一个复杂的过程。

二、性能评估的内容性能评估的内容通常包括以下几个方面：1.性能指标的明确定义：明确定义需要评估的性能指标，例如响应时间、吞吐量、错误率、资源利用率等。

2.性能测试的设计：设计合理的性能测试方案，包括测试环境的搭建、测试数据的准备、测试工具的选择等。

3.性能数据的收集和分析：对性能测试过程中产生的数据进行收集和整理，并进行合理的分析。

4.性能评估报告的撰写：根据性能测试结果撰写评估报告，对系统的性能进行客观、准确的评价，并提出改进建议。

三、性能评估的方法性能评估的方法多种多样，根据被评估对象的不同可以采用不同的方法。

常见的性能评估方法包括：1.基准测试法：通过与已知性能水平的系统进行对比，评价被评估系统的性能。

2.模拟仿真法：利用仿真软件模拟系统在不同条件下的运行情况，评估系统的性能。

3.负载测试法：通过模拟实际使用情况下的负载情况，评估系统在不同负载下的性能表现。

4.真实环境测试法：在真实的使用环境下进行性能测试，评估系统的实际性能表现。

四、性能评估的意义性能评估对于各行各业都具有重要的意义。

性能评估可以帮助组织或个人了解自己的实际表现，发现存在的问题并加以改进，提高工作效率和质量。

性能评估可以为决策提供依据，帮助领导层和管理者做出合理的决策，避免盲目投资和错误决策。

再次，性能评估可以促进技术的发展和创新，推动产品和服务的优化和改进。

Benchmark写作指导一、引言Benchmarking is a powerful tool for improving performance and achieving competitive advantage. It involves comparing a company's products, processes, or practices to industry standards or best-in-class performers. By analyzing the best practices of leading organizations and adapting them to their own operations, companies can identify areas for improvement and optimize their performance.二、确定基准对象The first step in benchmarking is to identify the appropriate benchmarking targets. This should be done by analyzing the company's current performance and identifying areas where improvement is needed. The benchmarking targets should be chosen based on their relevance to the company's strategic goals and the potential for improvement.三、收集数据Once the benchmarking targets have been identified, the next step is to collect data on the chosen organizations. This should include gathering information on best practices, processes, products, and performance metrics. Data should be collected from a variety of sources, including published reports, industry studies, and direct contact with the organizations being benchmarked.四、分析dataAfter collecting the necessary data, the next step is to analyze it and identify the best practices that can be adopted by the company. This should be done by comparing the data and identifying patterns and commonalities among the leading performers. The analysis should also identify potential root causes of performance gaps and recommend actions for closing them.五、实施改进The final step in benchmarking is to implement the recommended changes. This should be done in a phased approach, with milestones and metrics established to track progress. It's important to provide training and support to employees as they adapt to the new processes or practices. Regular monitoring and evaluation should also be conducted to ensure that the improvements are sustainable and have a positive impact on the company's performance.六、结论In conclusion, benchmarking is a valuable tool for driving continuous improvement and enhancing organizational performance. By following these guidelines, companies can identify best practices, make informed decisions about where to focus their efforts, and implement successful change initiatives that drive long-term success.。