عنوان انگلیسی مقاله:

Key Features of Strategic Performance Management Systems in Manufacturing Companies

ترجمه عنوان مقاله: ویژگی های کلیدی سیستم های مدیریت عملکرد استراتژیک در شرکت های تولیدی

رشته: مدیریت صنعتی، مدیریت استراتژیک

سال انتشار: 2012

تعداد صفحات مقاله انگلیسی: 8 صفحه

منبع: الزویر و ساینس دایرکت

نوع فایل: pdf

دانلود اصل مقاله

چکیده انگلیسی مقاله

Abstract Key Features of Strategic Performance Management Systems in Manufacturing Companies

The field of business performance measurement a management is developing quickly as response to global trends and changing roles of companies. There is no agreed viewpoint for an ideal performance measurement framework in literature, though many holistic systems have been developed. Within this context, presented paper focuses on investigation of the features, characteristics and roles of performance measurement systems in Czech large size manufacturing companies from two points of view. First is to identify and analyze the current form of performance management in selected companies. Second is to determine the features that have to be met in the future to design effective PMS. At this point it is necessary to emphasize that the main discussion is given to Czech large size manufacturing companies from both points of view. In order to fulfil these objectives, a method of case studies analysis is used.

Keywords: Performance measurement system, Manufacturing companies, Financial and non-financial indicators, Strategy

مقدمه انگلیسی مقاله

Introduction Key Features of Strategic Performance Management Systems in Manufacturing Companies

The context within which performance measurement and management is used is changing. The traditional approaches to performance measurement have been on financial measures only. By the late 1980s, studies had shown that historic financial measures are not enough sufficient for understanding the performance management in the new economy because of the increasing complexity of organizations and the markets in which companies compete (Kagioglou et al., 2001, Kennerley, Neely, 2002)
criteria for assessment and management of company activities is therefore inadequate and recently we can thus see the growing emphasis laid on using of leading non-financial criteria (Ittner et al., 2003, Epstein, Manzoni, 1997).

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