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盲目追求向最优秀的企业看齐,却忽视了企业不同的核心竞争力,有的企业对标的结果是东施效颦,丧失了自身发展的特色,陷入同质化竞争。深入分析企业内部体制机制,提出切实的改进方案并予以落实,远比几个指标的对比更有价值。对标管理(bench marking),也称基准管理,一般是指一个组织选择一个或多个绩效更优的组织作为标杆,针对一系列运营指标的比较、分析、判断,学习先进经验来改善自身,赶超标杆。
Blind pursuit of the most outstanding enterprises, but ignored the different core competitiveness of enterprises, and some enterprises on the subject of the results of the East effective, lost its own development characteristics, into the homogenization of competition. In-depth analysis of the internal institutional mechanisms, put forward practical improvement programs and be implemented, far more than the comparison of several indicators more valuable. Bench marking, also known as benchmarking, generally refers to an organization selecting one or more organizations with better performance as its benchmark to improve itself against the comparison, analysis, judgment and advanced experience of a series of operational indicators. Catch up with the benchmark.