Performance evaluation usually also known as performance appraisal or "performance" is the enterprise borne by each worker in the work of the application of science and qualitative and quantitative methods, workers and the actual results of the enterprise value of the contribution or assessment and evaluation. It is an important corporate personnel management, strong corporate governance is one of the means. The purpose of performance evaluations by each individual assessment improve the efficiency, and eventually realize the goal of enterprise.
In the enterprise for performance evaluation work, we need to do a lot of related work. First, the need for performance evaluation of the meaning of scientific explanation, the entire organization of a unified understanding. Performance appraisal is an integral part of modern organizational management tool. It is a periodic review and evaluation of staff performance management system, is in charge of or related personnel to staff the work of the evaluation system. Effective performance appraisal, can not only identify each employee's contribution to the organization or inadequate, but also on the whole of the management of human resources to provide decisive assessment information, so that we can improve organizational feedback function, improve staff performance, but also Motivation, could also serve as a fair and reasonable reward staff basis.
Performance appraisal is the sum of a series of related concepts, which include: to the work, performance standards, evaluation, assessment interviews, in-service counselling. Performance Assessment and Application Performance
True performance management system is not just a simple set at the beginning of appraisal standards, and then evaluate the end of the year, but by the beginning of a performance plan for post-job himself clearly in the direction of the efforts in the performance of the ongoing efforts of the year, senior officers provide ongoing guidance and feedback, to help complete the various layers of the target level.
Therefore, a performance management system is not just the performance objectives of the completion of the final evaluation, and performance goals should be a whole process of comprehensive management, including performance objectives determined in the implementation of the day-to-day or stage inspection and guidance, feedback, the amendment, the HKEAA , incentives, it is a cyclical cycle process. This cyclical process of the last cycle is a key step is: formulate scientific and rational evaluation methods, performance assessment and appraisal, and the right incentives. Performance Assessment examination usually led by the Human Resources Department is responsible for organizing, coordinating, the relevant departments to coordinate.
A performance evaluation
(1) Purpose
The actual performance of the past performance and plan for the difference between a formal evaluation to identify ways to improve and enhance the performance of the future.
(2) evaluation and assessment content
1. Actual performance over the past year review and assessment, including the collection of key performance indicators or targets implementation of the results, and actual results will have set standards for the control and decide the scores level.
2. Performance for the next year to develop or adapt key performance indicators, objectives and capacity development plans.
3. Determine remuneration adjustments and incentive programme.
(3) The results of the implementation of collection
1. Human Resources is responsible for organizing from the relevant departments or units to meet.
2. The objective of the examination, during examination should be done prior to the meeting and some of the preparatory work, the performance of the officers concerned to collect specific implementation of the various aspects related to listen to the feedback: that the subordinate staff of the internal and external customer feedback. Relevant text files, data information, you recall peacetime observation. And the actual performance of individual employees and conduct performance and capacity than the clear understanding, and preliminary assessment of the performance of staff, Score-level performance and capacity situation. Arrangements for a performance discussion with the staff and meeting time, subordinate to the message: You attach great importance to this meeting.
3. For the staff: staff must be assessed prior to the meeting that the agenda for the meeting. Notice two weeks ago and the best in him to get to know the purpose of the meeting, some of the staff had completed its preparations for the performance of prior information and self-assessment.
(4) Calculation of individual performance scores
To enable employees work performance among comparable to the effective implementation of incentive, the commonly used performance percentile calculation method to assess the performance of individual employees completion. Individual performance score is calculated as follows: Individual performance scores = ∑ (KPIi performance percentile × KPIi weight) × KPI total weight + ∑ (target completion percentile × weight) × objective of the total weight
(5) individual performance feedback
After the annual evaluation, the results should be the timely performance feedback to be evaluated, in the assessment of people have no objection to the circumstances, with the incentive for individuals linked. Who has been assessed objections, the companies can appeal the appeals process.
The same as the mid-term review, performance assessment can be conducted to discuss the performance feedback.
(6) Performance Evaluation discussion
1. Stressed that the purpose of performance evaluation and the meeting will discuss the agenda
Set a relaxed atmosphere for the discussion on Performance Evaluation main purpose is to explore how to improve future performance. Reaffirming the importance of participation by staff. Itemized on the completion of targets or goals. In both preparations, the plans and performance evaluation form included in the targets or goals for the article-by-article discussions on the situation, subordinate to each indicator or target for a summary. Share your observation of their performance. No need to be discussed specific details but rather on the results of a highlight goal to reach or exceed the situation.
2. Itemized assessment scores level
On the list of all key performance indicators or targets itemized effect of the completion of discussions, the first to subordinate their key performance indicators or targets in accordance with the completion of standards for measuring scores level, do you think that those more suitable Score - to discuss those differences do you think there are scores level, and review of performance to find the facts, focus on performance rather than the facts themselves, access to the scores of consensus. If the preliminary goals and measurable indicators of a clear, in their daily work and ongoing guidance and tracking of medium-term, comprehensive performance assessment meeting acknowledged the difficulty can be reduced significantly, because they are not the results are particularly surprised.
3. Performance for diagnosis
In the assessment of those who completed better performance indicators and targets as well as those who have not completed the targets and goals of the reasons for analysis, in what some staff shown consistent patterns of behaviour to obtain certain strengths or weaknesses led to a certain? What if we adopt a different approach may achieve our goals or standards?
4. Discuss improvement plan
Told the staff and the total score after the personal performance evaluation scores. Asked to maintain good performance, can be taken to resolve issues related to the programme of action. Records of these action programmes for the development of annual performance plans standby. Formulate
corresponding area of capacity development, concrete actions and the desired results.
5. Higher-level managers reviewed
Managers at all levels will be the performance of its staff assessment results reported to the higher authorities, managers reviewed, the higher their managers for performance evaluation and assessment of the views of the two sides that the final assessment results
Second, the results of performance
Performance management and reward must be linked to incentive mechanisms can reflect its value. According to the staff performance appraisal results determine a reasonable pay incentives, performance appraisal is to ensure that the principal means of incentives and the core problem. In the design of the performance management system at the same time, we are also in accordance with their own characteristics for the synchronous design staff at all levels of the performance-related pay system.
Performance results will be used normally as follows:
1. Promotion wage (because of the specific situation in the promotion case may be)
2. Performance bonuses determined (specifically identified because of the way the case may be)
3. Career development
Performance Management is the ultimate goal of improving productivity and efficiency, through the success of each employee contributed to the success of enterprises. When staff performance evaluation scores of lower-level, we should discuss how to improve the performance required for the completion of the ability to improve performance and develop a plan of action. According to the results of performance assessment, in conjunction with other assessment, identifying outstanding performance, good quality, excellent innovation capability of managers and staff through job rotation, special training, etc., from the quality and the ability to conduct a comprehensive training, adjustments in the team added officers, to give priority to be promoted. At the same time, through the comparison of the results of performance assessment, analysis, evaluation was to identify the quality of representation and the gap between positions, in accordance with company management policy and
long-term development strategy for the management requirements, design and implementation of targeted training and timely improving management capacity and level.
For those who can not meet the required performance, capacity is not significantly improve the staff to consider whether there are other suitable positions better than the original position to play its role. Through the career
development of employees, performance, the ability to work or personal behaviour and the career prospects of staff link to each other, thereby strengthening the ability to improve performance and the awareness of all the staff to improve the ability to complete performance targets. Also the human cost to the performance of transformation, the transformation of human capital to be specific implementation.
In order to better the performance of the different performance management, talent can refer to the following matrix model.
Table 7: talent Matrix Model
And the potential for high capacity
In
Low
Medium outstanding qualified failure
Performance
4. Other incentives
Implementation of pay linked to performance, although the performance of the staff to upgrade the level of better incentives, and is also a major incentive. But it is undeniable their own, there are also some limitations, but because of organizational factors, environmental factors and personal factors also caused a fixed wage increases and incentive bonuses specific operational difficulty and complexity of these problems are properly resolved, will be detrimental to performance incentives incentives.
In actual operation should be actively avoid these negative factors can be considered in a larger scope reward and incentive approach. The realization of growth in wages and performance bonuses for major awards and incentives, with other incentives, and to reward with a continuous policy framework, and give full play to the potential role of other incentives, can be used to make up for the performance of wages restrictive role. Below other incentives for a brief description:
To master the different forms of incentives, as well as the effect of different incentives, is the first step in the implementation of effective incentives. In the broad perspective, the incentives can be divided into two categories:
One is external incentives. Including wage increases, performance bonuses and other rewards the nature of incentives, such as job promotion, training opportunities, study tour, tourist resort, from the high-level recognition and commendation.
The second category is intrinsic reward. Including its own staff of the incentives (such as a sense of achievement), welfare, conferred the honorary
title given challenging responsibilities, important and meaningful work, set goals and make decisions, such as the influence.
These stresses in the form of incentives, according to different types, different locations, as well as staff time needs of different incentives for different incentives, real incentives to achieve this purpose it is necessary to make things right incentives, rewards employees have liked things that we should follow the implementation of incentive when one of the principles. Another incentive should also be in the grasp of achievement should not be confined to the understanding of the best employees; incentives to specific, and timely.
Third, performance plans to amend
The company's strategic direction or will be the focus of the company each year with the different stages of development of the company or outside competition to the changing situation to be adjusted accordingly, the level of departments or work of staff of the target will be adjusted accordingly. Upon completion of performance appraisal, in a wide range of listening to the views of various parties on the basis of performance management should be on the practice of concluding a comprehensive analysis of concrete from the following considerations:
1. Performance Performance Assessment Scheme content (including key performance indicators, setting objectives)
Identify the most successful part of what? What is the most difficult operation? What is not meaningful? Targets adjustment will be reflected in the major work activities or key regional results. In addition, even if the work is the same or similar activities as the key to regional results, but also because of the completion of the outcome of the capacity of regional or external factors and other factors to be adjusted accordingly, and this adjustment will be reflected in the measurement standards.
2. Performance Plan target (including key performance indicators and challenges of the goal indicators indicators, as well as the completion of targets set standards)
According to actual performance compared with the objectives to determine whether the targets set reasonable value, and the next year the value of performance indicators defined plan will provide experience and guidance. 3. Performance guidance and enhanced methods and performance evaluation and reporting methods.
On guidance and assessment methods to conduct a comprehensive analysis of the test, remove unreasonable factors, and the amendment. In a comprehensive summation of the basis of the analysis, according to the company's new business development plan and the annual operating budget objectives, and revised performance plan to the next round of the operating performance plan.
企业文化参考文献各位读友大家好，此文档由网络收集而来，欢迎您下载，谢谢 篇一：通讯企业的企业文化建设论文参考文献 通讯企业的企业文化建设论文参考文献 通讯企业的企业文化建设论文参考文献(一) 主要参考书目 谭道明主编：《企业管理概论》，武汉大学出版社，XXXX年3月第2版金思宇：《企业文化建设是探索现代企业思想政治工作的有效途径》，中国企业文化网，XXXX年12月 高峰：《企业文化》，中国纺织出版社，XXXX年9月第一版 通讯企业的企业文化建设论文参考文献(二) 刘光明：《企业文化》，经济管理出版社，1999年9月第1版。
魏杰：《企业文化塑造：企业生命常青藤》，中国发展出版社，XXXX年7月第1版。 刘仲康：《企业经营战略概论》，武汉大学出版社，XXXX年1月第2版。通讯企业的企业文化建设论文参考文献通讯企业的企业文化建设论文参考文献。 谭道明：《企业管理概论》，武汉大学出版社，XXXX年11月第2版。 李大军：《中外企业文化知识500问》，企业管理出版社，XXXX年2月第1版。 王璞武凌：《企业文化咨询实务》，中信出版社，XXXX年6月第1版。 约翰科特詹姆斯赫斯克特：《企业文化与经营业绩》，华夏出版社，1997年3月第1版。通讯企业的企业文化建设论文参考文献化建设论文参考文献(三) 世纪是文化管理时代，是文化致富时代。企业文化将是企业的核心竞争力
所在，是企业管理的最重要内容。企业文化是一个企业中各个部门，至少是企业高层管理者们所共同拥有的经营哲学和原则, 解决问题和制定决策的方式。通讯企业的企业文化建设论文参考文献论文。它对企业生存和发展的重要意义已经日益显著。因此，加强企业文化建设是企业提高经营业绩，创造竞争优势的必然选择。 [1]倪东生.企业流程再造中的文化建设[J].经济师,XXXX(01). [2]贾蕾.美日企业创新的文化比较及其对中国的启示[J].企业经济,XXXX(05). [3]罗长海.企业文化要义[M].北京：清华大学出版社，XXXX(8). [4]黄静.以人为本的企业文化[M].湖北：武汉大学出版社，XXXX(9). [5]李胜.构建优秀企业文化提高市场营销能力供电企业经营观念的转变[J].安徽电力职工大学学报，XXXX(04).
本科毕业论文（设计） 外文翻译 原文： Financing of SMEs Abstract The main sources of financing for small and medium sized enterprises (SMEs) are equity, trade credit paid on time, long and short term bank credits, delayed payment on trade credit and other debt. The marginal costs of each financing instrument are driven by asymmetric information and transactions costs associated with nonpayment. According to the Pecking Order Theory, firms will choose the cheapest source in terms of cost. In the case of the static trade-off theory, firms choose finance so that the marginal costs across financing sources are all equal, thus an additional Euro of financing is obtained from all the sources whereas under the Pecking Order Theory the source is determined by how far down the Pecking Order the firm is presently located. In this paper, we argue that both of these theories miss the point that the marginal costs are dependent of the use of the funds, and the asset side of the balance sheet primarily determines the financing source for an additional Euro. An empirical analysis on a unique dataset of Portuguese SME’s confirms that the composition of the asset side of the balance sheet has an impact of the type of financing used and the Pecking Order Theory and the traditional Static Trade-off theory are https://www.doczj.com/doc/a35745327.html, For SME’s the main sources of financing are equity (internally generated cash), trade credit, bank credit and other debt. The choice of financing is driven by the costs of the sources which is primarily determined by costs of solving the asymmetric information problem and the expected costs associated with non-payment of debt. Asymmetric information costs arise from collecting and analysing information to support the decision of extending credit, and the non-payment costs are from
企业管理者必备的英文单词 希望对你有帮助哦!目标mission/ objective集体目标group objective内部环境internal environment外部环境external environment 计划planning组织organizing人事staffing领导leading控制controlling步骤process原理principle方法technique经理manager 总经理general manager行政人员administrator主管人员supervisor 企业enterprise商业business产业industry公司company效果effectiveness效率efficiency企业家entrepreneur权利power职权authority职责responsibility科学管理scientific management现代经营管理modern operational management行为科学behavior science生产率productivity激励motivate动机motive法律law法规regulation经济体系economic system管理职能managerial function产品product服务service利润profit满意satisfaction归属affiliation尊敬esteem自我实现self-actualization人力投入human input盈余surplus收入income成本cost资本货物capital goods机器machinery设备equipment建筑building存货inventory经验法the empirical approach
Corporate Culture The concept of enterprise culture Enterprise culture is formed in the long-term of the venture and development process among the enterprise staf. They cultivate the common goal, the highest value standard, basic beliefs and behavior. It contains a very rich content, including business philosophy, value concept, the spirit of enterprise, enterprise morality, group consciousness, enterprise image, enterprise system. Its core is the spirit of the enterprise and values. The value of enterprise culture 1.Enterprise culture affects the enterprise’s life Culture is informal. But it exist everywhere and every time. In the developing of an enterprise, things informal is more important than that of formal, software is usually more important the hardware. This is not only the character of modern economy, but also the outcome of enterprise culture’s effect in long time. Enterprise culture is the spirit of the enterprise, is the power that drives the enterprise developing, and is the best way for the enterprise to get the growth of its economy. The development needs culture and the culture can support the development. In any case, there will be no long time development without culture’ support. 2.Enterprise culture builds the enterprise’s core competence The 1960’s the core content of enterprise competition is technology , in the 70 s, it is management, in the 80’ s, it is marketing, in the 90’s, it is the brand, and the 21’st century the core competition between enterprises is the culture. Enterprise's short-term prosperity can get in so many ways, but the enterprise long time growth can be only from the power of the excellent enterprise culture, the effect of suitable culture on the development and growth of enterprises is huge, because it has infinite driving force on the staff. The spirit and ideas is the core of the enterprise’s culture. When a good enterprise culture establishment, it brings the wisdom of the group, the spirit of collaboration, fresh vitality, this is equivalent to for enterprise with a powerful engine for enterprise innovation and development, and can uninterruptedly supply spiritual power for the enterprise. Culture the best way to mobilize the staff of an enterprise. It brings staff home feeling in their work. It is the resource of the cohesive power inside and the expansionary force outside of the enterprise. The concept of brand culture Brand culture is the core of brand value, it include the value concept, grade, appeal, express feelings of the brand, the value of the brand culture is that it brings items of the brand to the flourish spirit world of human being. Brand culture not only can bring people good feeling but also improve the core competence of the brand. Brand culture mainly has three level content: the first level is the brand value system, which is made up of a series of concept of brand owners and operators, including the pursuit of quality concept, management concept, service concept, social concept and so on; The second level is the behavior model of the brand, includi ng the operator’s management and marketing strategy, market development means, transmission channels, service mechanism and attitude, etc. The third level is the brand in the visual image level. This aspect mainly includes the name of the brand, brand appeal, brand identification, product external image and so on. The brand culture construction is
文献出处: Waitz M. The small and medium-sized enterprise financing under P2P finance [J]. Journal of Business Research, 2016, 8(6): 81-91. 原文 The small and medium-sized enterprise financing under P2P finance Waitz M Abstract Small and medium-sized enterprise financing difficult is worldwide difficult problem. Article introduces the concept of the Internet financial, mainly summarized the P2P financial in the development of financial innovation and integration of science and technology, a combination of academic research on P2P financial now of the five directions of various views and opinions. Points out the current P2P financial problems in the development of risk control, and analyses the trend of the Internet financial. Keywords: P2P financial; Financial innovation; Risk control 1 Introduction Look from the history of enterprise development, a large enterprise originate from small and medium-sized enterprises. Small and medium-sized enterprises (smes) is the most dynamic part of the national economy, often walk in the forefront of technology development, in the high-tech industry, clean energy, green economy, etc, have good performance, play an important role in the economic transformation. Small and medium-sized enterprise financing difficult is worldwide difficult problem. These small and medium-sized enterprise financing environment and narrow channels, more than 60% are unable to get a bank loan. At present, science and technology enterprises and the characteristics of light assets, financing difficulties, become a huge bottleneck of sustainable development. 2 The concept of the Internet financial In the past two years, the Internet financial show explosive growth, since 2014, the Internet financial sector performance strength. Current economic field exists the phenomenon of two special contradiction, one is the small and medium-sized
企业管理常用名词缩写 作者：Christian 5S : 5S管理 ABC : 作业制成本制度(Activity-Based Costing) ABB : 实施作业制预算制度(Activity-Based Budgeting) ABM : 作业制成本管理(Activity-Base Management) APS : 先进规画与排程系统(Advanced Planning and Scheduling) ASP : 应用程式服务供应商（Application Service Provider） ATP : 可承诺量(Available To Promise) A VL : 认可的供应商清单(Approved Vendor List) BOM : 物料清单(Bill Of Material) BPR : 企业流程再造(Business Process Reengineering) BSC : 平衡记分卡(Balanced ScoreCard) BTF : 计划生产(Build To Forecast) BTO : 订单生产(Build To Order) CPM : 要径法(Critical Path Method) CPM : 每一百万个使用者会有几次抱怨(Complaint per Million) CRM : 客户关系管理(Customer Relationship Management) CRP : 产能需求规划(Capacity Requirements Planning) CTO : 客制化生产(Configuration To Order) DBR : 限制驱导式排程法(Drum-Buffer-Rope) DMT : 成熟度验证(Design Maturing Testing) DVT : 设计验证(Design Verification Testing) DRP : 运销资源计划(Distribution Resource Planning) DSS : 决策支援系统(Decision Support System) EC : 设计变更／工程变更(Engineer Change) EC : 电子商务(Electronic Commerce) ECRN : 原件规格更改通知(Engineer Change Request Notice) EDI : 电子资料交换(Electronic Data Interchange) EIS : 主管决策系统(Executive Information System) EMC : 电磁相容(Electric Magnetic Capability) EOQ : 基本经济订购量(Economic Order Quantity) ERP : 企业资源规划(Enterprise Resource Planning) FAE : 应用工程师(Field Application Engineer) FCST : 预估(Forecast) FMS : 弹性制造系统(Flexible Manufacture System) FQC : 成品品质管制(Finish or Final Quality Control) IPQC : 制程品质管制(In-Process Quality Control) IQC : 进料品质管制(Incoming Quality Control) ISO : 国际标准组织(International Organization for Standardization) ISAR : 首批样品认可(Initial Sample Approval Request) JIT : 即时管理(Just In Time) KM : 知识管理(Knowledge Management)
中小企业融资的英文文献 Automatically translated text: The definition of lease financing Finance leases (Financial Leasing) also known as the Equipment Leasing (Equipment Leasing), or modern leasing (Modern Leasing), and is essentially transfer ownership of the assets of all or most of the risks and rewards of the lease. The ultimate ownership of assets to be transferred, or may not transfer. It refers to the specific content of the lessee to the lessor under the lease object and the specific requirements of the supplier selection, vendor financing to purchase rental property, and the use of leased to a lessee, the lessee to the lessor to pay instalments rent, the lease term lease ownership of objects belonging to the lessor of all, the tenant has the right to use the leased items. Term expired, and finished the lessee to pay rent under the lease contract financing to fulfil obligations in full, leasing objects that vesting ownership of all the lessee. Despite the finance lease transactions, the lessors have the identity of the purchase of equipment, but the substantive content of the purchase of equipment suppliers such as the choice of the specific requirements of the equipment, the conditions of the purchase contract negotiations by the lessee enjoy and exercise, lessee leasing object is essentially the purchaser. , Is a finance lease extension of loans and trade and technology updates in the new integrated financial industry. Because of its extension of loans and combination of features, there is a problem in leasing companies can recycling, treatment of leasing, and
企业管理常见英文缩写 QMS: Quality Management Systems 质量管理体系 EMS：Environment Management Systems 环境管理体系 SA ：社会责任 Social Accoutability HACCP ：危害分析与关键控制点 Hazard Analysis and Critical Control Point RoHS：电气电子设备中限制使用某些有害物质指令 The Restriction of the Use of Certain Hazardous Substances in Electrical and Electronic Equipment WEEE：报废电子电气设备指令 Waste Electrical and Electronic Equipment IAF： International Accreditation Forum 国际认可论坛 IAF/MLA: 国际认可论坛多边承认协议 CNAB：中国认证机构国家认可委员会英文名称为：China National Accreditation Board for Certifiers CNAT：中国认证人员与培训机构国家认可委员会(CHINA NATIONAL AUDITOR AND TRAINING ACCREDITATION BOARD,简称CNAT) CNAL：中国实验室国家认可委员会英文名称为CHINA NATIONAL ACCREDITATION BOARD FOR LABORATORIES IECQ：是国际电工委员会电子委员会电子元器件质量评定体系International Electrotechnical Commission Quality IEC是国际电工委员会 International Electrotechnical Commission National/International/Customer Standard. Control Procedure. 国家国际客户标准控 制程序 Product Document Control Procedure. 产品文件控制程序 Stock Taking Procedure. 仓库盘点控制程序 New Suppliers/Sub-contractor Evaluation.
1.Corporate Culture企业文化（企业个性，形成于企业生产经营实践之中，为全体员工所认同并且遵守的、带有本组织特点的使命总之精神价值观和经营理念，以及这些理念在生产经营实践、管理制度、员工行为方式和企业对外形象的体现的总和。为企业灵魂，推动其发展动力。有有形与无形之分。） The personality of an organization（warm, aggressive, friendly, open, innovative, conservative, and so on.） Guides how employees think, act and feel is a broad term used to define the unique personality or character of a particular company or organization, and includes such elements as core values（核心价值观）and beliefs, corporate ethics, and rules of behavior. 2.Functions of Corporate Culture企业文化的主要功能 Three key functions are: Provide a sense of identity for members.导向功能：对每个员工价值取向及行为取向的导向功能 Generate commitment to the organization’s mission.凝聚功能：一种价值观被员工所认同后产生巨大的向心力和凝聚力。 Clarify and reinforce standards of behavior. 约束功能：软约束。 产生于企业文化的氛围、群体行为准则和道德规范。
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Apple was one of several highly successful companies founded in the 1970s that bucked the traditional notions of what a corporate culture should look like in organizational hierarchy. Steve Jobs often walked around the office barefoot even after Apple was a Fortune 500 company. By the time of the "1984" TV ad, this trait had become a key way the company attempted to differentiate itself from its competitors. According to a 2011 report in Fortune,this has resulted in a corporate culture more akin to a startup rather than a multinational corporation. As the company has grown and been led by a series of chief executives, each with his own idea of what Apple should be, some of its original character has arguably been lost, but Apple still has a reputation for fostering individuality and excellence that reliably draws talented people into its employ. This was especially after Jobs' return. To recognize the best of its employees, Apple created the Apple Fellows program, awarding individuals who made extraordinary technical or leadership contributions to personal computing while at the company. The Apple Fellowship has so far been awarded to a few individuals. Apple is also known for strictly enforcing accountability. Each project has a "directly responsible individual," or "DRI" in Apple jargon. As an example, when iOS senior vice president Scott Forstall refused to sign Apple's official apology for numerous errors in the redesigned Maps app, he was forced to resign. Numerous employees of Apple have cited that projects without Jobs' involvement often took longer than projects with his involvement. At Apple, employees are specialists who are not exposed to functions outside their area of expertise. Jobs saw this as a means of having best-in-class employees in every role. For instance, Ron Johnson who was Senior Vice President of Retail Operations until November 1, 2011, was responsible for site selection, in-store service, and store layout, yet he had no control of the inventory in his stores (which is done company wide by then-COO and now CEO Tim Cook who has a background in supply-chain management). This is the opposite of General Electric's corporate culture which has created well-rounded managers.[236][236] Under the leadership of Tim Cook who joined the company in 1998 and ascended to his present position as CEO, Apple has developed an extremely efficient and effective supply chain which has been ranked as the world's best for the four years 2007–2010.[citation needed]The company's manufacturing, procurement and logistics enables it to execute massive product launches without having to maintain large, profit-sapping inventories; Apple's profit margins have been 40 percent compared with 10–20 percent for most
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企业常用缩写 作业制成本制度 (Activity-Based Costing) 实施作业制预算制度 (Activity-Based Budgeting) 作业制成本管理 (Activity-Base Management) 先进规画与排程系统 (Advanced Planning and Scheduling) 应用程序服务供货商( Application Service Provider ) 可承诺量 (Available To Promise) 认可的供货商清单 (Approved Vendor List) : 物料清单 (Bill Of Material) 企业流程再造 (Business Process Reengineering) 平衡记分卡 (Balanced ScoreCard) 计划生产 (Build To Forecast) 订单生产 (Build To Order) : 要径法 (Critical Path Method) : 每一百万个使用者会有几次抱怨 (Complaint per Million) : 客户关系管理 (Customer Relationship Management) 产能需求规划 (Capacity Requirements Planning) 客制化生产 (Configuration To Order) 限制驱导式排程法 (Drum-Buffer-Rope) 成熟 度验证 (Design Maturing Testing) 设计验证 (Design Verification Testing) 运销资源计划 (Distribution Resource Planning) 决策支持系统 (Decision Support System) 设计变更／工程 变更 (Engineer Change) 电子商务 (Electronic Commerce) ECRN : 原件规格更改通知 (Engineer Change Request Notice) EDI : 电子数据交换 (Electronic Data Interchange) EIS : 主管决策系统 (Executive Information System) EMC : 电磁相容 (Electric Magnetic Capability) EOQ : 基本经济订购量 (Economic Order Quantity) ERP : 企业资源规划 (Enterprise Resource Planning) FAE : 应用工程师 (Field Application Engineer) FCST :预估(Forecast) FMS : 弹性制造系统 FQC : 成品质量管理 IPQC : 制程质量管理 IQC : 进料 质量管理 ISO: 国际标准组织 (International Organization for Standardization) ISAR : 首批样品认可 (Initial Sample Approval Request) JIT : 实时管理 (Just In Time) KM : L4L : LTC : LUC : MES : 制造执行系统 (Manufacturing Execution System) MO : 制令 (Manufacture Order) MPS : 主生产排程 (Master Production Schedule) 5S : 5S 管理 ABC ABB ABM APS ASP ATP AVL : BOM BPR BSC BTF : BTO CPM CPM CRM CRP CTO DBR DMT DVT DRP DSS EC : EC : (Flexible Manufacture System) (Finish or Final Quality Control) (In- Process Quality Control) (Incoming Quality Control) 知识管理 (Knowledge Management) 逐批订购法 (Lot-for-Lot) 最小总成 本法 (Least Total Cost) 最小单位成 本 (Least Unit Cost)