Management training can contribute to enhance the core competitiveness of enterprises, improve the management of enterprise-wide level. Improve enterprise management level should be followed at least an objective fact. Enterprise has its own set of training tools seem to improve the management, but with the development of enterprises,glue stick management training tools, updates are very necessary.
Innovative, universal, we may learn of a corporate management training to assess the most popular basic indicators,glue gun assessment criteria of this indicator is the Balanced Scorecard.
Balanced Scorecard is a tool to enhance long-term management. A vivid metaphor is: The Balanced Scorecard is the navigator cockpit, through the "navigator" of the various indicators show that management can take this observation is good business operation at any time during the execution of that strategy which in On the one hand a red light. Companies can take timely action to resolve problems, make adjustments to improve the situation. This is a dynamic process of ongoing implementation of the strategy.
Mobil USM & R company in the successful implementation of the Balanced Scorecard, even the delivery of oil, will drive a truck driver from his point of view and strategy. Send oil to the gas station will observe whether the service requires the stations to understand customer satisfaction, customer demand, and so there came back reporting company. Including the refinery's families are concerned about the company's goals to complete, if the order completion rate, because the company's strategy implementation and performance with variable pay each person closely related, forming a win-win results. Prior to the implementation of the Balanced Scorecard, Mobil Oil industry profitability in 1993, last first; after the implementation of the Balanced Scorecard, which rates since 1995 to win four consecutive years to maintain its industry first.
Many enterprises scorecard again skeptical, what methods can help us to successfully develop and implement management training? The answer is, as the Harvard Business Review has pointed out, the Balanced Scorecard implementation is an effective management tool! Behind the Balanced Scorecard, a simple concept is, the organization's management training must be implemented for people to take action to understand the goal and worked to stage to perform.
Successful implementation of the Balanced Scorecard management companies often will each part of the training system to re-integrate into the strategy will focus on the strategic position at the center, which is the traditional management training system is very different. Traditional Chinese business management training business is temporary, contingency management training, but the effect we should imagine, management training, management training, the object of attitude is also able to achieve the desired effect is not an important factor, it is worth the modern business concerns.
Overall, these enterprises have successfully applied the following five principles:
First, the establishment of executive leadership team to promote change;
Second, the management training into practical operations;
Third, the focus on the connection and integration of organizational management training;
Fourth, management training so that the work of every person;
Fifth, to become a continuous process of management training.
The five principles of the Balanced Scorecard by corporate leaders, is leading the implementation of the Balanced Scorecard approach to lead the completion of this work, companies that use the five principles of successful businesses and customers for their help Then the maximization of the enterprise market should be reflected in a period of time.
Many businesses fail because the implementation of the Balanced Scorecard, Balanced Scorecard because they put tools as performance evaluation, rather than a tool for management training; or the Balanced Scorecard as a KPI system, without considering its relationship with the enterprise management training of the link, not from four perspectives (financial, customer, processes, learning and growth) to consider the objectives of management training, also did not consider the causal relationship between the four angles, more consistent and did not consider it horizontally as a continuing management training process.