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・ Organizational field
・ Organizational hologram
・ Organizational identification
・ Organizational identity
・ Organizational information theory
・ Organizational intelligence
・ Organizational justice
・ Organizational learning
・ Organizational life cycle
・ Organizational memory
・ Organizational models of accidents
・ Organizational network analysis
・ Organizational ombudsman
・ Organizational orientations
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Organizational performance
・ Organizational project management
・ Organizational Research Methods
・ Organizational retaliatory behavior
・ Organizational safety
・ Organizational space
・ Organizational storytelling
・ Organizational structure
・ Organizational structure of Jehovah's Witnesses
・ Organizational structure of the Central Intelligence Agency
・ Organizational structure of the United States Department of Defense
・ Organizational studies
・ Organizational Systems Security Analyst
・ Organizational technoethics
・ Organizational theory


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Organizational performance : ウィキペディア英語版
Organizational performance

Organizational performance comprises the actual output or results of an organization as measured against its intended outputs (or goals and objectives).
According to Richard et al. (2009) organizational performance encompasses three specific areas of firm outcomes: (a) financial
performance (profits, return on assets, return on investment, etc.); (b) product market performance (sales, market share, etc.); and (c) shareholder return (total shareholder return, economic value added, etc.).〔Richard et al. (2009): Measuring Organizational Performance: Towards Methodological Best Practice. Journal of Management.〕 The term Organizational effectiveness〔Upadhaya, B., Munir, R., & Blount, Y. (2014). Association between Performance Measurement Systems and Organisational Effectiveness. International Journal of Operations & Production Management, 34(7), 2-2.〕 is broader.
Specialists in many fields are concerned with organizational performance including strategic planners, operations, finance, legal, and organizational development.
In recent years, many organizations have attempted to manage organizational performance using the balanced scorecard methodology where performance is tracked and measured in multiple dimensions such as:
* financial performance (e.g. shareholder return)
* customer service
* social responsibility (e.g. corporate citizenship, community outreach)
* employee stewardship
* Organizational performance〔Upadhaya, B., Munir, R., & Blount, Y. (2014). Association between Performance Measurement Systems and Organisational Effectiveness. International Journal of Operations & Production Management, 34(7), 2-2.〕
* Performance measurement systems〔Upadhaya, B., Munir, R., & Blount, Y. (2014). Association between Performance Measurement Systems and Organisational Effectiveness. International Journal of Operations & Production Management, 34(7), 2-2.〕
* Performance improvement
* Organizational engineering
==People involved in research==

* Rosabeth Moss Kanter

抄文引用元・出典: フリー百科事典『 ウィキペディア(Wikipedia)
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