| Summary: | 碩士 === 國立成功大學 === 高階管理碩士在職專班 === 94 === Taiwan is facing a borderless world in terms of economic competition in this age of globalization marked by rapid changes in both of its domestic and international environments. Its petrochemical industry needs to map out a strategy to boost its competitiveness so that the industry's operation performance will maintain continued growth.
This paper studies three major groups:
1.Senior managers in the petrochemical industry and balanced scorecard experts engaged in the industry's daily operations.
2.Employees working in the petrochemical industry.
3.Scholars and experts specialized in the use of balanced scorecard.
Following in-depth interviews, a survey with questionnaires and an analysis of the hierarchy process, the study reaches the following conclusions:
1.Balanced scorecard is one of the tools of strategy management that can be used to appraise not just employee performance, but also the overall performance of a business organization.
2.A perfect system for evaluating business performance must include indicators for evaluating traditional performance as well as indicators for evaluating strategic performance.
3.With regard to the use of balanced scorecards, this paper suggests these three
steps:
(1)First, set up an evaluation structure for
implementing business goals and visions.
(2)Second, define strategic goals in order to
select suitable antecedent units and to
select strategic measurements that can
serve as performance indicators in the
performance evaluation system.
(3)Third and lastly, draft an implementation
plan which will successfully introduce
balanced scorecard to a business
organization.
4.With the balanced scorecard, a business organization can translate its business goals and visions into concrete strategies. The balanced scorecard can also be used to gauge if a business organization has achieved its business goals and visions after putting its strategies into effect.
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