美国卓越绩效评价准则（中英文对照版）

1、美国卓越绩效评价准则（中英文对照版）-1领导评论:0 条 查看:86 次 jackiefeng 发表于 2008-12-23 10:13 1 leadership (120 pts.)1 领导（120分）the leadership category examines how your organizations senior leaders guide and sustain your organization. also examined are your organizations governance and how your organization addresses its et

2、hical, legal, and community responsibilities.领导类目检查组织的高层领导者如何引领组织并保持组织可持续发展。也检查组织的治理以及组织如何确立它的道德的、法律的和社会的责任。1.1senior leadership: how do your senior leaders lead?(70 pts.) process1.1 高层领导：高层领导者是如何领导的？（70分） 过程describe how senior leaders guide and sustain your organization. describe how senior leaders

3、 communicate with your workforce and encourage high performance.说明高层领导者如何引领组织并保持组织可持续发展。说明高层领导者如何与员工沟通并鼓励高绩效。within your response, include answers to the following questions:在报告中，要答复以下问题：a. vision and valuesa. 愿景和价值观(1) how do senior leaders set organizational vision and values? how do senior leader

4、s deploy your organization vision and values through your leadership system, to the workforce, to key suppliers and partners, and to customers and other stakeholders, as appropriate? how do senior leaders personal actions reflect a commitment to the organizations values?(1)高层领导者如何确立组织的愿景和价值观？高层领导者如何

5、通过组织的领导系统将组织的愿景和价值观展开到全体员工、关键供应商和合作伙伴、顾客和其它利益相关者（适用时回答）？他们的个人行为如何反映出其对组织价值观的承诺？(2) how do senior leaders personally promote an organizational environment that fosters, requires, and results in legal and ethical behavior?(2)高层领导者如何身体力行地推动一种培育、要求和实现守法行为和道德行为的环境？(3) how do senior leaders create a susta

6、inable organization? how do senior leaders create an environment for organizational performance improvement, the accomplishment of your mission and strategic objectives,innovation, competitive or role model performance leadership, and organizational agility? how do they create an environment for org

7、anizational and workforce learning? how do they personally participate in succession planning and the development of future organizational leaders? (3)高层领导者如何创建一个具有可持续性的组织？高层领导者如何创建一种促进绩效改进、使命和战略目标实现、创新、具有竞争力或领军地位，以及保持敏捷性的环境？如何创建一种组织和员工学习的环境？他们如何亲自参与组织继任计划和培养未来的领导者？b.communication and organizational

8、 performanceb. 沟通和组织绩效(1) how do senior leaders communicate with and engage the entire workforce? how do senior leaders encourage frank, two-way communication throughout the organization? how do senior leaders communicate key decisions? how do senior leaders take an active role in reward and recogni

9、tion programs to reinforce high performance and a customer and business focus?(1) 高层领导者如何与组织的全体员工沟通并激发他们？高层领导如何鼓励在整个组织内进行坦诚的、双向的沟通？高层领导是如何就关键决策进行沟通？高层领导者如何在员工奖励和认可方面担当积极的角色以促进高绩效和强化以顾客和业务为中心？(2) how do senior leaders create a focus on action to accomplish the organizations objectives, improve perfor

10、mance, and attain its vision? what performance measures do senior leaders regularly review to inform them on needed actions? how do senior leaders include a focus on creating and balancing value for customers and other stakeholders in their organizational performance expectations?(2) 高层领导者如何确立对行动的重视

11、以完成组织的目标、改进绩效和达成愿景？高层领导定期评审哪些绩效指标以便采取必要的行动？高层领导者在组织的绩效期望中如何顾及均衡地为顾客及其他利益相关者创造价值？notes:注解：n1. organizational vision (1.1a1) should set the context for strategic objectives and action plans, which are described in items 2.1 and 2.2.n1. 组织的愿景1.1a(1)应为在条目2.1和2.2中阐述的战略目标和行动计划设定前提。n2. a sustainable organi

12、zation (1.1a3) is capable of addressing current business needs and possesses the agility and strategic management to prepare successfully for its future business and market environment. in this context, the concept of innovation includesboth technological and organizational innovation to succeed in

13、the future. a sustainable organization also ensures a safe and secure environment for the workforce and other key stakeholders.n2. 一个可持续性的组织1.1a(3)有能力处理好当前的业务需要并具备成功应对未来业务和市场环境的战略管理能力和敏捷性。从整个意义上说，创新的内涵包括未来成功所必需的技术创新和组织创新。一个可持续组织还要确保为员工和其它关键的利益相关者提供一个安全可靠的环境。n3. a focus on action (1.1b2) considers th

14、e workforce, the work systems, and the hard assets of yourorganization. it includes ongoing improvements in productivity that may be achieved through eliminating waste or reducing cycle time, and it might use techniques such as six sigma and lean. it also includes the actions to accomplish your orga

15、nization strategic objectives.n3. 对行动的重视1.1b(2)考虑了组织的员工、工作系统和固定资产。它不仅包括对生产力的持续改进，这些改进可以是通过消除废品或减少生产周期来达到，也可导入六西格玛和精益生产等技术；而且它也包括了为完成组织的战略目标而采取的行动。n4. your organizational performance results should be reported in items 7.1c7.6n4. 组织绩效的结果应在条目7.17.6中进行报告。n5. for nonprofit organizations that rely on vol

16、unteers to accomplish their work, responses to 1.1b(1) also should discuss your efforts to communicate with and engage the volunteer workforce.n5. 对于那些依靠志愿者来完成工作的非营利组织，在1.1b(1)的汇报中应包含组织是如何沟通并激励志愿者的。1.2governance and social responsibilities:how do you govern and address your social responsibilities?(

17、50pts.) process 1.2 治理和社会责任：组织怎样治理和承担社会责任？（50分） 过程describe your organizations governance system. describe how your organization addresses its responsibilities to the public, ensures ethical behavior, and practices good citizenship.说明组织的治理系统。说明组织在承担其公共责任、确保道德行为和履行良好公民义务方面是如何作为的。within your response,

18、include answers to the following questions:在报告中，要答复以下问题：a.organizational governancea. 组织的治理(1) how does your organization review and achieve the following key aspects of your governance system:(1) 组织如何考虑和实现治理系统中的如下这些关键因素：accountability for managements action管理层行为的责任归属；fiscal accountability财务方面的责任归属；

19、transparency in operations and selection of and disclosure policies for governance board members, as appropriate运营的透明性以及治理机构成员选择与公开的政策（适用时回答）；independence in internal and external audits内、外部审计的独立性；protection of stakeholder and stockholder interests, as appropriate利益相关者和股东利益的保护（适用时回答）。(2) how do you

20、evaluate the performance of your senior leaders, including the chief executive? how do you evaluate the performance of members of your governance board, as appropriate? how do senior leaders and your governance board use these performance reviews to further develop and to improve both their personal

21、 leadership effectiveness and that of your board and leadershipsystem, as appropriate?(2)如何评价包括最高行政领导在内的高层领导者的绩效？如何评价治理机构成员的绩效（适用时回答）？高层领导者和治理机构如何运用这些绩效评审结果来促进组织的进一步发展、改进自身及治理机构和领导系统的领导有效性（适用时回答）？b.legal and ethical behaviorb. 法律和道德行为(1) how do you address any adverse impacts on society of your prod

22、ucts, services, and operations? how do you anticipate public concerns with current and future products, services, and operations? how do you prepare for these concerns in a proactive manner, including using resource-sustaining processes, as appropriate? what are your key compliance processes,measure

23、s, and goals for achieving and surpassing regulatory and legal requirements, as appropriate? what are your key processes,measures, and goals for addressing risks associated with your products, services, and operations?(1)组织如何处理产品、服务和运营给社会带来的任何不良影响？组织如何预测公众对当前和未来的产品、服务和运营的隐忧？组织如何以一种主动的方式来应对这些隐忧，包括采用资

24、源可持续利用的过程（适用时回答）？为达到或超过法律法规的要求，组织实施的关键过程、测量指标和目标是什么（适用时回答）？在应对组织的产品、服务和运营的相关风险方面，组织的关键过程、测量指标和目标是什么？(2) how does your organization promote and ensure ethical behavior in all your interactions? what are your key processes and measures or indicators for enabling and monitoring ethical behavior in your

25、 governance structure, throughout your organization, and in interactions with customers, partners, and other stake holders? how do you monitor and respond to breaches of ethical behavior?(2)组织如何倡导并确保在所有的交往中的道德行为？组织用以推动并监测在治理结构、整个组织内部以及在与顾客、合作伙伴及其它利益相关者的交往中的道德行为的关键过程、测量指标是什么？组织如何监控和处理违反道德的行为？c.suppor

26、t of key communitiesc. 对关键社区的支持how does your organization actively support and strengthen your key communities? how do you identify key communities and determine areas of emphasis for organizational involvement and support? what are your key communities? how do your senior leaders, in concert with y

27、our workforce, contribute to improving these communities?组织如何积极地支持和强化关键的社区？如何确定关键的社区并决定组织参与和支持的重点领域？组织的关键社区都有哪些？高层领导者和员工如何为这些社区的改进做出贡献？notes:注解：n1. societal responsibilities in areas critical to your organizations ongoing success also should be addresse in strategy development (item 2.1) and in proc

28、ess management (category 6). key results, such as results of regulatory and legal compliance (including the results of mandated financial audits), environmental improvements through use of green technology other means, or conservation activities, should be reported as leadership outcomes(item 7.6).n

29、1. 对于能影响组织持续成功至关重要的那些领域中的社会责任，也应该在战略制定（条目2.1）和过程管理（类目6）中予以阐述。诸如符合法律法规的结果（包括强制性的财务审计结果），采用“绿色”技术或其它方式、或通过资源保护取得的改善环境的结果等，这些关键结果都应在“领导结果（条目7.6）”中予以报告。n2. transparency in operations of your governance board (1.2a1) should include your internal controls on governance processes. for some nonprofit organi

30、zations, a external advisory board may provide some or all of the governance board functions. for those nonprofit organizations that serve as stewards of public funds, stewardship of those funds and transparency in operations are areas of emphasis.n2. 治理机构运营的透明性1.2a(1)应包括对治理过程的内部控制。对于一些非营利组织，外部顾问委员会

31、可以提供部分或全部的治理机构职能。对于那些管理公共基金服务的非营利组织，基金服务和运营的透明性是重点的领域。n3. leadership performance evaluation (1.2a2) might be supported by peer reviews, formal performance management reviews (5.1b), and formal or informal workforce and other stakeholder feedback and surveys. for some nonprofit and government organiz

32、ations,external advisory boards might evaluate the performance of senior leaders and the governance board.n3. 领导绩效评价1.2a(2)可依据同行评审、正式的绩效管理评审（5.1b）、正式或非正式的员工和其它利益相关者的反馈和调查。对一些非营利和政府组织，也可请外部的顾问组来评价高层领导者和治理机构的绩效。n4. measures or indicators of ethical behavior (1.2b2) might include the percentage of inde

33、pendent board members, measures of relationships with stockholder and nonstockholder constituencies, instances of ethical conduct breaches and responses, survey results on workforce perceptions of organizational ethics, ethics hotline use, and results of ethics reviews and audits.they also might inc

34、lude evidence that policies, workforce training, and monitoring systems are in place with respect to conflicts of interest and proper use of funds.n4. 道德行为的测量项目和指标1.2b(2)可包括独立董事的百分比，与股东及非股东群体关系的指标，违反道德行为及做出处理的例子，员工对组织道德观认知的调查结果，道德热线的使用情况，以及道德审查审核的结果。这些指标也包括这样的证据，证明组织有合适的政策，人员培训，监测系统来处理利益冲突和合理使用资金。n5

35、.areas of community support appropriate for inclusion in 1.2c might include your efforts to strengthen local community services, education, and health; the environment, including collaborative activities to conserve the environment or natural resources; and practices of trade, business, or professio

36、nal associations.n5. 1.2c中的社区支持，可包括为改进当地社区的服务、教育、医疗、环境（包括保护环境或自然资源的合作活动）、贸易、经营、专业社团方面做出的努力。n6. the health and safety of your workforce are not addressed in item 1.2; you should address these employee factors in item 5.2.n6. 员工的健康和安全不在条目1.2中说明，可以在条目5.2的员工因素中说明。n7. nonprofit organizations should repor

37、t in 1.2b(1), as appropriate, how they address the legal and regulatory requirements and standards that govern fundraising and lobbying activities.n7. 非营利组织应在1.2b(1)中报告他们如何应对那些管理筹款和游说活动的法律法规要求和标准（适用时）。n8. for some charitable organizations, support for key communities (1.2c) may occur totally through

38、 the missionrelated activities of the organization. in such cases, it is appropriate to respond with any extra efforts you devote support of these communities.n8. 一些慈善组织对关键社区的支持（1.2c）可能完全是根据与组织使命相关的活动而发生的。在此情况下，组织可汇报其致力于支持这些社区的“额外努力”。item responses are assessed by considering the criteria item requi

39、rements; your key business factors presented in your organizational profile; and the maturity of your approaches, breadth of their deployment, and strength of your improvement process and results relative to the scoring system. refer to the scoring system information.对条目回应情况的评价基于：条目要求，组织简介中阐述的关键业务因素

40、，方法的成熟度及展开的广度，以及改进过程和结果相对于“评分系统”的强度。参见评分系统的信息。美国卓越绩效评价准则（中英文对照版）-2战略策划评论:0 条 查看:95 次 jackiefeng 发表于 2008-12-23 10:15 2 strategic planning (85 pts.)2 战略策划（85分）how your organization develops strategic objectives and action plans. also exthe strategic planning category examines amined are how your chos

41、en strategic objectives and action plans are deployed and changed if circumstances require, and howprogress is measured.战略策划类目检查组织如何建立战略目标和行动计划。同时也检查组织如何实施其所选择的战略目标和行动计划，如何在客观情况的要求下进行改变，以及如何监测进展情况。2.1strategy development: how do you develop your strategy? (40 pts.) process2.1 战略制定：组织如何制定战略？（40分） 过程d

42、escribe how your organization determines its strategic challenges and advantages. describe how your organization establishes its strategy and strategic objectives to address these challenges and enhance its advantages. summarize your organizationoskey strategic objectives and their related goals.说明组

43、织如何确定其战略挑战与战略优势？组织如何建立战略和战略目标，以应对组织的战略挑战并强化组织的战略优势。概述组织的关键战略目标以及相关的目标值。within your response, include answers to the following questions:在报告中，要答复以下问题：a.strategy development processa. 战略制定过程(1) how does your organization conduct its strategic planning? what are the key process steps? who are the key p

44、articipants? how does your process identify potential blind spots? how do you determine your strategic challenges and advantages, as identified in response to p.2 in your organizational profile?what are your short- and longer-term planning time horizons? how are these time horizons set? how does you

45、r strategic planning process address these time horizons?(1)组织如何进行战略策划？关键过程步骤有哪些？谁是关键参与者？过程如何识别潜在的盲点？组织如何确定在“组织简介”p.2介绍的战略挑战和战略优势？组织长、短期策划的时间区间是怎样的？这些时间区间是如何设定的？组织的战略策划过程如何与这些时间区间相适应？(2) how do you ensure that strategic planning addresses the key factors listed below? how do you collect and analyze

46、relevant data and information pertaining to these factors as part of your strategic planning process:your organizations strengths, weaknesses, opportunities, and threatearly indications of major shifts in technology, markets, customer preferences, competition, or the regulatory environmentlong-term

47、organizational sustainabilityyour ability to execute the strategic plan(2)组织如何确保战略策划考虑到下列这些关键因素？作为战略策划过程的一部分，组织如何收集和分析与下列关键因素相关的数据和信息？组织的优势、弱势、机会和威胁；对在技术、市场、顾客偏好、竞争或法规环境方面的主要变化的早期跟踪；组织的长期可持续性；组织执行战略规划的能力。b. strategic objectivesb. 战略目标(1)what are your key strategic objectives and your timetable for a

48、ccomplishing them? what are your most important goals for these strategic objectives?(1)组织的关键战略目标及其完成的时间表是怎样的？这些战略目标中最重要的目标值是什么？(2) how do your strategic objectives address your strategic challenges and strategic advantages? how do your strategic objectives address your opportunities for innovation

49、in products and services, operations, and the business model? how do you ensure that your strategic objectives balance short- and longer-term challenges and opportunities? how do you ensure that your strategic objectives balance the needs of all key stakeholders?(2)组织的战略目标如何体现其战略挑战和战略优势？组织的战略目标如何考虑在

50、产品、服务、运营和商业模式方面的创新机会？如何确保战略目标能平衡组织长、短期的挑战和机遇？如何确保战略目标能平衡所有关键的利益相关者的需要。notes:注解：n1. strategy development refers to your organiztions approach (formal or informal) to preparing for the future. strategy development might utilize various types of forecasts, projections, options, scenarios,knowledge (see

51、 4.2b for relevant organizational knowledge), or other approaches to envisioning the future for purposes of decision making and resource allocation. strategy development might involve participation by key suppliers, distributors, partners, and customers. for some nonprofit organizations, strategy de

52、velopment might involve participation by organizations providing similar services or drawing from the same donor population or volunteer workforce.n1.“战略制定”指组织应对未来的方法（正式的或非正式的）。战略制定需要运用各种预测、估计、选择、设想、知识（见4.2b中相关的组织知识）或其它方法来预见未来，以便做出决策和配置资源。制定战略可能需要关键的供应商、分销商、合作伙伴和顾客的参与；对某些非营利组织，则可能需要那些提供类似服务或依靠相同捐赠人群

53、或志愿者的组织的参与。n2. strategy should be interpreted broadly. strate might be built around or lead to any or all of the following: new products, services, and markets; revenue growth via various approaches, including acquisitions,grants, and endowments; divestitures; new partnerships and alliances; and new

54、 employee or volunteer relationships. strategy might be directed toward becoming a preferred supplier, a local supplier in each of your major customers or partners markets, a low-coproducer, a market innovator, or a high-end or customized product or service provider. it also might be directed toward

55、 meeting a community or public need.n2.“战略”应广义地加以理解。战略可以是围绕或指向以下各项之一或全部而建立的：新的产品、服务和市场；包括收购、拨款和捐赠在内的各种方式的收入的增长；分立；新的合作伙伴关系和联盟；新的员工或志愿者关系等。战略的目的是使组织成为更受欢迎的供应商、在每一个关键顾客市场上的本地供应商、低成本的生产者、市场创新者、高端或定制化产品或服务的提供者。战略也可以是满足社会或公共需求的方向。n3. your organizations strengths, weaknesses, opportunities, and threats (2

56、.1a2) should address all factors that are key to your organizations future success, including the following, as appropriate: your customer and market needs, expectations, and opportunities;your opportunities for innovation and role model performance; your core competencies; your competitive environm

57、ent and your performance relative to competitors and comparable organizations; your product life cycle; technological and other key innovations or changes that might affect your products and services and how you operate, as well as the rate of that innovation; your human and other resource needs; yo

58、urability to capitalize on diversity; your opportunities to redirect resources to higher-priority products, services,or areas; financial, societal, ethical, regulatory, technological, security, and other potential risks; your ability to prevent and respond to emergencies, including natural or other disasters; changes in the national or global economy; partner and supply chain needs, strengths,and weaknesses;