System of Control International HRM(ppt)
综合能力考核表详细内容
System of Control International HRM(ppt)
System of Control & International HRM
Agenda
Control Mechanism
Procedure
Instruments
Infrastructure
Choice of Controlling Strategy
Vertical Differentiation
Horizontal Differentiation
Choice of Control System
Choice of Leadership Style
Culture & International HRM
Procedure of Control ◄
Set standards
Measure actual performance
Identify deviation
Initiate corrective actions
Instruments of Control ◄
Budget
plan of resource allocation
Profit & loss, capital expenditure, cash flow:
Scheduling
timing & sequence
Best Practice
Key Success Factors
Balanced Score Card
Comprehensive Evaluation Plan
Case 9-2: Control in Nestle
Budget
Best Practice ◄
The Example in Xerox:
9 practices identified and distributed:
Australian practice in retaining customers
Italian practice in market intelligence
Spanish practice in handling new account
Key Success Factors ◄
Bench Marking in the case of IBM
Balanced Score Card
Balanced Score Card
Balanced Score Card
Balanced Score Card
BSC: Financial
BSC: Customer
BSC: Process
BSC: R & D
BSC: Human Resource
EFQA
EP2M (effective progress & Performance Measurement)
7-S Framework
Comprehensive Evaluation Plan ◄
Comprehensive Evaluation Plan ◄
Comprehensive Evaluation Plan ◄
Comprehensive Evaluation Plan ◄
Marketing Evaluation Plan
Marketing Evaluation Plan
Early Performance Indicator
Infrastructure ◄
Organization structure
(Distribution of information, power & responsibility)
International division
Global product, region or function
Matrix
Policies & procedure
Corporate culture
International Division ◄
Typical Functional Structure
International Division
Case 9-1: Organization & Reorganization
Global Product vs. Region ◄
Global Functional ◄
Global Matrix ◄
Case 1: Shell Australia & Shell Chemical division, London
Policies & Procedure ◄
Guideline for decision
with allowable discretion
refund policy,
1% revenue on advertising
travel reimbursement procedure
Corporate Culture ◄
shared value that
provides meaning &
guide for action
Case 9-3: Corporate culture of GE & Privatized SOE
System of Control International HRM(ppt)
System of Control & International HRM
Agenda
Control Mechanism
Procedure
Instruments
Infrastructure
Choice of Controlling Strategy
Vertical Differentiation
Horizontal Differentiation
Choice of Control System
Choice of Leadership Style
Culture & International HRM
Procedure of Control ◄
Set standards
Measure actual performance
Identify deviation
Initiate corrective actions
Instruments of Control ◄
Budget
plan of resource allocation
Profit & loss, capital expenditure, cash flow:
Scheduling
timing & sequence
Best Practice
Key Success Factors
Balanced Score Card
Comprehensive Evaluation Plan
Case 9-2: Control in Nestle
Budget
Best Practice ◄
The Example in Xerox:
9 practices identified and distributed:
Australian practice in retaining customers
Italian practice in market intelligence
Spanish practice in handling new account
Key Success Factors ◄
Bench Marking in the case of IBM
Balanced Score Card
Balanced Score Card
Balanced Score Card
Balanced Score Card
BSC: Financial
BSC: Customer
BSC: Process
BSC: R & D
BSC: Human Resource
EFQA
EP2M (effective progress & Performance Measurement)
7-S Framework
Comprehensive Evaluation Plan ◄
Comprehensive Evaluation Plan ◄
Comprehensive Evaluation Plan ◄
Comprehensive Evaluation Plan ◄
Marketing Evaluation Plan
Marketing Evaluation Plan
Early Performance Indicator
Infrastructure ◄
Organization structure
(Distribution of information, power & responsibility)
International division
Global product, region or function
Matrix
Policies & procedure
Corporate culture
International Division ◄
Typical Functional Structure
International Division
Case 9-1: Organization & Reorganization
Global Product vs. Region ◄
Global Functional ◄
Global Matrix ◄
Case 1: Shell Australia & Shell Chemical division, London
Policies & Procedure ◄
Guideline for decision
with allowable discretion
refund policy,
1% revenue on advertising
travel reimbursement procedure
Corporate Culture ◄
shared value that
provides meaning &
guide for action
Case 9-3: Corporate culture of GE & Privatized SOE
System of Control International HRM(ppt)
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