BSC在A证券营业部绩效管理中的应用研究

发布时间：2018-01-19 00:03

本文关键词： 平衡计分卡 A证券营业部绩效管理　出处：《大连理工大学》2012年硕士论文　论文类型：学位论文

【摘要】：选择BSC在A证券营业部绩效管理中的应用研究有助于A证券营业部接受先进的绩效管理理念和方法,明确自己的战略目标和价值定位,提高A证券营业部的核心竞争力,创立S公司在D市的品牌形象。平衡计分卡从财务、客户、内部业务流程、创新与学习成长四个独特的维度对企业的经营活动进行全方位的、多元化的动态分析、监控和管理,且以目标定量的方式去合理地评估绩效,是当代一种先进的管理理念和管理工具。但它也有其自身的不足,指标繁多、不易操作、因果关系的设定建立在假设的基础上等。事实上,当代任何一种先进的管理理念和工具都有其长处与不足,扬长补短、综合运用先进的管理工具是一种必然的选择。A证券营业部在选择运用平衡计分卡优化绩效管理体系时,坚持突出了平衡计分卡的“平衡”性,从四个维度去优化；又坚持了从A证券营业部的实际出发,使优化后的绩效管理体系具有个性化,易于操作的特点：同时在优化过程中也吸取了其它方法的长处以克服平衡计分卡的不足,使优化后的A证券营业部绩效管理体系具有综合性的特点。为保证优化后的绩效管理体系更好的实施,A证券营业部采取了加强领导的力度,加强沟通的力度,加强调控的力度等措施,并且在实施中运用了系统的信息技术。在运用BSC设计A证券营业部时,A证券营业部首先明确了愿景,将近期愿景定为开拓市场,扭亏为盈,市场占有率达D市0.5%,将长期愿景确定为业绩进入全国证券营业部先进行列,D市市场占有率达3.5%。为此,在财务维度要降低资产负债率增加理财产品销售额；在客户维度,把客户增长率年均提升为30%做为挑战性目标值；把创新流程确定为拓展渠道发展新客户；在学习成长维度,通过加强培训等方式,打造一支富有创新能力且基本稳定的团队。
[Abstract]:Choosing BSC in the performance management of A securities sales department is helpful for A securities sales department to accept advanced performance management concepts and methods and to clarify its strategic objectives and value orientation. Improve the core competitiveness of the A Securities sales Department, and create the brand image of S Company in D City. Balanced scorecard from the financial, customer, internal business processes, innovation and learning growth of the four unique dimensions of the business activities of the all-round, diversified dynamic analysis, monitoring and management. And it is an advanced management concept and management tool to evaluate performance reasonably in the way of objective quantification, but it also has its own shortcomings, many indicators, not easy to operate. The establishment of causality is based on the hypothesis. In fact, any modern advanced management concept and tools have their strengths and weaknesses, complement each other. Comprehensive use of advanced management tools is an inevitable choice. A Securities Business Department in choosing to use the balanced Scorecard to optimize the performance management system, adhere to highlight the balanced Scorecard "balance". Optimize from four dimensions; And adhere to the reality of A securities sales department, so that the optimized performance management system has a personalized. Easy to operate features: at the same time in the optimization process also learned the advantages of other methods to overcome the shortcomings of the balanced scorecard. In order to ensure the better implementation of the optimized performance management system, the A securities sales department has taken the strength of leadership and communication. Strengthen the measures such as regulation and control, and in the implementation of the use of systematic information technology. In the use of BSC to design A securities sales department, the first clear vision of the A Securities sales Department, the vision for the near future as a market, turn losses into profits, market share reached D City 0.5%. The long-term vision is that the market share of D city should reach 3.50.In the financial dimension, the ratio of assets and liabilities should be reduced and the sales of financial products should be increased. In the customer dimension, increasing the average growth rate of customers to 30% per year is a challenging target; Define the innovation process to develop new customers through expanding channels; In the dimension of learning and growth, we can build a team with innovative ability and basic stability by strengthening training and so on.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F832.51

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