personal statement 代写:麦当劳的绩效运营

personal statement 代写:麦当劳的绩效运营

在麦当劳,绩效的运营一致性集中在以下方面(Aguinis et al. 2011)。

与年度战略计划一致的kpi的清晰组合必须由顶层管理人员定义,作为定义跨低层管理传递的目标的初始点。

级联目标的具体指导方针,包括列出精确数量的目标标准、目标类别和目标数量的方法。

支持培训,将重点放在关键的少数几个方面,包括指导方针,以确保目标与个人对整个组织的重要贡献领域保持一致和相关。

讨论如何细化目标,使之与个人偏好和需求相一致,其中包括为实现目标而定制操作和计划,以提供清晰的操作和计划,这些操作和计划可以由个人实际拥有并完成。

为制定和更新目标以及伴随实现目标的行动而进行的对话,同时确保为实现目标而在战术和方向上调整不可避免的变化和初步计划。

战略联合方法是一种交互作用的互惠组合,包括充分沟通、透明的业务策略更新以及目标和目标的相关更改。这种方法通常是与提高绩效的机会和问题相关的向上和开放的沟通相结合的。承认这些事实必须由最高层管理人员(卡普兰和诺顿,2001)。这种反馈循环是成功的绩效管理系统最重要的属性之一。

personal statement 代写:麦当劳的绩效运营

At McDonalds, the operational alignment of performance focuses on the following (Aguinis et al. 2011).

A clear combination of KPIs in alignment with yearly strategic initiatives have to be defined by the top level management serving as an initial point to define goals passed down across the lower management.

Specific guideline to cascade goal that include methods to outline a precise number of goal criteria, goal categories and number of goals.

Support of coaching to focus on the crucially few that include guideline to ensure that goals are aligned and relevant with significant areas of individual contribution to the entire organization.

Discussion for refining goals to be in alignment with individual preferences and needs that include tailoring actions and plans for fulfilment of goals in providing clear actions and plans that can be realistically owned and completed by individual performers.

Dialogues for refining and updating goals and to accompany actions for their fulfilment, while ensuring that inevitable changes and initial plans are calibrated in tactics and direction for completion of goal.

Strategic alignment approach is a reciprocal combination of interactions with fully communicated, transparent updates on strategies of business and related changes in objectives and goals. This approach is more frequently cascaded with upward and open communication related to opportunities and problems for improvement of performance. The acknowledgment of these facts has to be done by the top level management (Kaplan and Norton, 2001). This loop of feedback is among the most significant attributes of successful systems of performance management.