美国卓越绩效评价准则中英文对照版.docx

1、美国卓越绩效评价准则中英文对照版. -1领导美国卓越绩效评价准则（中英文对照版） 2008-12-23 10:13 jackiefeng 发表于次 评论:0 条 查看:86 1 Leadership (120 pts.) 分）领导（1201 The Leadership Category examines HOW your organizations SENIOR LEADERS guide and sustain your organization. Also examined are your organizations GOVERNANCE and HOW your organizati

2、on addresses its ethical, legal, and community responsibilities.也检查组织的治领导类目检查组织的高层领导者如何引领组织并保持组织可持续发展。 理以及组织如何确立它的道德的、法律的和社会的责任。1.1Senior Leadership: How do your senior leaders lead?(70 Processpts.) 过程 （1.1 高层领导：高层领导者是如何领导的？70分） Describe HOW SENIOR LEADERS guide and sustain your organization. Descri

3、be HOW SENIOR LEADERS communicate with your WORKFORCE and encourage HIGH PERFORMANCE.说明高层领导者如何引领组织并保持组织可持续发展。说明高层领导者如何与员工沟通并 鼓励高绩效。 Within your response, include answers to the following questions: 在报告中，要答复以下问题： a. VISION and VALUES 愿景和价值观 a. (1) HOW do SENIOR LEADERS set organizational VISION and V

4、ALUES? HOW do SENIOR LEADERS DEPLOY your organization VISION and VALUES through your LEADERSHIP SYSTEM, to the WORKFORCE, to KEY suppliers and PARTNERS, and to CUSTOMERS and other STAKEHOLDERS, as appropriate? HOW do SENIOR LEADERS personal actions reflect a commitment to the organizations VALUES?.

5、. 高层领导者如何确立组织的愿景和价值观？高层领导者如何通过组织的领导系统将(1)（适顾客和其它利益相关者关键供应商和合作伙伴、组织的愿景和价值观展开到全体员工、 用时回答）？他们的个人行为如何反映出其对组织价值观的承诺？(2) HOW do SENIOR LEADERS personally promote an organizational environment that fosters, requires, and results in legal and ETHICAL BEHAVIOR?高层领导者如何身体力行地推动一种培育、要求和实现守法行为和道德行为的环(2) 境？(3) HOW

6、 do SENIOR LEADERS create a SUSTAINABLE organization? HOW do SENIOR LEADERS create an environment for organizational PERFORMANCE improvement, the accomplishment of your MISSION and STRATEGIC OBJECTIVES,INNOVATION, competitive or role model PERFORMANCE leadership, and organizational agility? HOW do t

7、hey create an environment for organizational and WORKFORCE LEARNING? HOW do they personally participate in succession planning and the development of future organizational leaders? 高层领导者如何创建一个具有可持续性的组织？高层领导者如何创建一种促进绩 (3)创新、具有竞争力或领军地位，以及保持敏捷性的环境？如效改进、使命和战略目标实现、何创建一种组织和员工学习的环境？他们如何亲自参与组织继任计划和培养未来的领导 者

8、？ b.Communication and Organizational PERFORMANCE 沟通和组织绩效b. (1) HOW do SENIOR LEADERS communicate with and engage the entire WORKFORCE? HOW do SENIOR LEADERS encourage frank, two-way communication throughout the organization? HOW do SENIOR LEADERS communicate KEY decisions? HOW do SENIOR LEADERS take

9、 an active role in reward and recognition programs to reinforce HIGH PERFORMANCE and a CUSTOMER and business focus?高层领导者如何与组织的全体员工沟通并激发他们？高层领导如何鼓励在整个组 (1) 双向的沟通？高层领导是如何就关键决策进行沟通？高层领导者如何在员织内进行坦诚的、 工奖励和认可方面担当积极的角色以促进高绩效和强化以顾客和业务为中心？. . (2) HOW do SENIOR LEADERS create a focus on action to accomplish t

10、he organizations objectives, improve PERFORMANCE, and attain its VISION? What PERFORMANCE MEASURES do SENIOR LEADERS regularly review to inform them on needed actions? HOW do SENIOR LEADERS include a focus on creating and balancing VALUE for CUSTOMERS and other STAKEHOLDERS in their organizational P

11、ERFORMANCE expectations?高层领导者如何确立对行动的重视以完成组织的目标、改进绩效和达成愿景？高 (2) 层领导定期评审哪些绩效指标以便采取必要的行动？高层领导者在组织的绩效期望中如何 顾及均衡地为顾客及其他利益相关者创造价值？ Notes: 注解：N1. Organizational vision (1.1a1) should set the context for strategic objectives and action plans, which are described in Items 2.1 and 2.2. 中阐述的战略目标和行动计划设定前提。2.21

12、.1a(1)应为在条目2.1和N1. 组织的愿景N2. A sustainable organization (1.1a3) is capable of addressing current business needs and possesses the agility and strategic management to prepare successfully for its future business and market environment. In this context, the concept of innovation includesboth technologi

13、cal and organizational innovation to succeed in the future. A sustainable organization also ensures a safe and secure environment for the workforce and other key stakeholders.有能力处理好当前的业务需要并具备成功应对未来业务和市场环一个可持续性的组织1.1a(3)N2. 境的战略管理能力和敏捷性。从整个意义上说，创新的内涵包括未来成功所必需的技术创新和组织创新。 一个可持续组织还要确保为员工和其它关键的利益相关者提供一个安

14、全可靠的环境。N3. A focus on action (1.1b2) considers the workforce, the work systems, and the hard assets of yourorganization. It includes ongoing improvements in productivity that may be achieved through eliminating waste or reducing cycle time, and it might use techniques such as Six Sigma and Lean. It

15、also includes the actions to accomplish your organization strategic objectives. . 考虑了组织的员工、工作系统和固定资产。它不仅包括对生产力的持续1.1b(2)N3. 对行动的重视改进，这些改进可以是通过消除废品或减少生产周期来达到，也可导入六西格玛和精益生产等技术；而且 它也包括了为完成组织的战略目标而采取的行动。N4. Your organizational performance results should be reported in Items 7.1C7.6 中进行报告。7.6N4. 组织绩效的结果应

16、在条目7.1N5. For nonprofit organizations that rely on volunteers to accomplish their work, responses to 1.1b(1) also should discuss your efforts to communicate with and engage the volunteer workforce.的汇报中应包含组织是如何沟通并激在1.1b(1)N5. 对于那些依靠志愿者来完成工作的非营利组织， 励志愿者的。 1.2Governance and Social Responsibilities:How

17、do you govern and address your social Process responsibilities?(50pts.) 过 分） 1.2 治理和社会责任：组织怎样治理和承担社会责任？（50程 Describe your organizations GOVERNANCE system. Describe HOW your organization addresses its responsibilities to the public, ensures ETHICAL BEHAVIOR, and practices good citizenship.说明组织的治理系统。说

18、明组织在承担其公共责任、确保道德行为和履行良好公民义 务方面是如何作为的。 Within your response, include answers to the following questions: 在报告中，要答复以下问题： a.Organizational GOVERNANCE a. 组织的治理(1) HOW does your organization review and achieve the following KEY aspects of your GOVERNANCE system: 组织如何考虑和实现治理系统中的如下这些关键因素： (1) accountability

19、 for managements action 管理层行为的责任归属；. . fiscal accountability 财务方面的责任归属；transparency in operations and selection of and disclosure policies for GOVERNANCE board members, as appropriate 运营的透明性以及治理机构成员选择与公开的政策（适用时回答）； independence in internal and external audits 内、外部审计的独立性；protection of STAKEHOLDER and

20、 stockholder interests, as appropriate 利益相关者和股东利益的保护（适用时回答）。(2) HOW do you evaluate the PERFORMANCE of your SENIOR LEADERS, including the chief executive? HOW do you evaluate the PERFORMANCE of members of your GOVERNANCE board, as appropriate? HOW do SENIOR LEADERS and your GOVERNANCE board use thes

21、e PERFORMANCE reviews to further develop and to improve both their personal leadership EFFECTIVENESS and that of your board and LEADERSHIPSYSTEM, as appropriate?如何评价包括最高行政领导在内的高层领导者的绩效？如何评价治理机构成员的 (2)？高层领导者和治理机构如何运用这些绩效评审结果来促进组织的进一（适用时回答）绩效 步发展、改进自身及治理机构和领导系统的领导有效性（适用时回答）？ b.Legal and ETHICAL BEHAVI

22、OR 法律和道德行为b. (1) HOW do you address any adverse impacts on society of your products, services, and operations? HOW do you anticipate public concerns with current and future products, services, and operations? HOW do you prepare for these concerns in a proactive manner, including using resource-susta

23、ining PROCESSES, as appropriate? What are your KEY compliance PROCESSES,MEASURES, and GOALS for achieving and surpassing regulatory and legal requirements, as appropriate? What are your KEY PROCESSES,MEASURES, and GOALS . . for addressing risks associated with your products, services, and operations

24、?服务和运营给社会带来的任何不良影响？组织如何预测公众对 (1)组织如何处理产品、包括当前和未来的产品、服务和运营的隐忧？组织如何以一种主动的方式来应对这些隐忧，组织实施的关？为达到或超过法律法规的要求，采用资源可持续利用的过程（适用时回答）服务和运营的相关风（适用时回答）？在应对组织的产品、键过程、测量指标和目标是什么 险方面，组织的关键过程、测量指标和目标是什么？(2) HOW does your organization promote and ensure ETHICAL BEHAVIOR in all your interactions? What are your KEY PROC

25、ESSES and MEASURES or INDICATORS for enabling and monitoring ETHICAL BEHAVIOR in your GOVERNANCE structure, throughout your organization, and in interactions with CUSTOMERS, PARTNERS, and other STAKE HOLDERS? HOW do you monitor and respond to breaches of ETHICAL BEHAVIOR?组织如何倡导并确保在所有的交往中的道德行为？组织用以推动

26、并监测在治理结 (2)合作伙伴及其它利益相关者的交往中的道德行为的关键过构、整个组织内部以及在与顾客、 程、测量指标是什么？组织如何监控和处理违反道德的行为？ c.Support of KEY Communities 对关键社区的支持c. HOW does your organization actively support and strengthen your KEY communities? HOW do you identify KEY communities and determine areas of emphasis for organizational involvement

27、and support? What are your KEY communities? HOW do your SENIOR LEADERS, in concert with your WORKFORCE, contribute to improving these communities?组织如何积极地支持和强化关键的社区？如何确定关键的社区并决定组织参与和支持的重 点领域？组织的关键社区都有哪些？高层领导者和员工如何为这些社区的改进做出贡献？ Notes: 注解：N1. Societal responsibilities in areas critical to your organiza

28、tions ongoing success also should be addresse in Strategy Development . . (Item 2.1) and in Process Management (Category 6). Key results, such as results of regulatory and legal compliance (including the results of mandated financial audits), environmental improvements through use technology other m

29、eans, or conservation activities, should of green be reported as Leadership Outcomes(Item 7.6).）和对于能影响组织持续成功至关重要的那些领域中的社会责任，也应该在战略制定（条目2.1N1. ”“绿色过程管理（类目6）中予以阐述。诸如符合法律法规的结果（包括强制性的财务审计结果），采用”）领导结果（条目7.6技术或其它方式、或通过资源保护取得的改善环境的结果等，这些关键结果都应在“ 中予以报告。N2. Transparency in operations of your governance board

30、 (1.2a1) should include your internal controls on governance processes. For some nonprofit organizations, a external advisory board may provide some or all of the governance board functions. For those nonprofit organizations that serve as stewards of public funds, stewardship of those funds and tran

31、sparency in operations are areas of emphasis.应包括对治理过程的内部控制。对于一些非营利组织，外部顾治理机构运营的透明性1.2a(1)N2. 问委员会可以提供部分或全部的治理机构职能。对于那些管理公共基金服务的非营利组织，基金服务和运 营的透明性是重点的领域。N3. Leadership performance evaluation (1.2a2) might be supported by peer reviews, formal performance management reviews (5.1b), and formal or inform

32、al workforce and other stakeholder feedback and surveys. For some nonprofit and government organizations,external advisory boards might evaluate the performance of senior leaders and the governance board.）、正式或非正式的员工可依据同行评审、正式的绩效管理评审（5.1bN3. 领导绩效评价1.2a(2)和其它利益相关者的反馈和调查。对一些非营利和政府组织，也可请外部的顾问组来评价高层领导者和治 理机构的绩效。N4. Measures or indicators of ethical behavio