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CEIBSExecutiveEducation:Top20Worldwide---FinancialTimes中欧高层经理培训:《金融时报》全球20强EVA与绩效管理EVAandPerformanceManagement20101EVAandPerformanceManagementObjectiveTheprogrammeisdesignedtoprovideaframeworkofapplyingEconomicValueAdded(EVA)toperformancemanagement,helpingparticipantslearnhowtodesign,implementandmanageanorganisationalperformancemeasurementsystem,whichenhancesthecollaborationandeffectivenessacrossvariouspartsofanorganisation.WhoShouldAttendTheprogrammeissuitableformanagersandexecutivesfromvariousindustrieswhoareconcernedwithimprovingorganisationalperformance,e.g.boardmembers,presidents,generalmanagers,directors,etc.ProgrammeBenefitsParticipantsintheprogrammewilllearnhowto:Dealwiththeincreasingdynamics,complexities,uncertaintiesandambiguitysurroundingthedeliveringofresultsLinkperformancemeasurestothekeysuccessfactorsofthestrategyDesignascorecardfortheirbusiness,functionoroperationAssessorganisationaldesignfordeliveringresultsBuildastrategymaptoguidethecascadingofperformancemeasuresthroughouttheorganisationCreateasystematicandpracticalframeworkforanalysingperformancemeasurementsystemsandinsuringtheirrobustnessandabilitytomotivatetheintendedbehaviourUsetheEVAmanagementsystemtointegrateoperationsmanagement,financialpolicy,strategyandcorporategovernanceintoamanageablesolutionforbothseniormanagementsandboardsofdirectorsDefineandmeasureEVAandcompareitsefficacywithmorestandardandpopularmeasuresthatarederivedfromGenerallyAcceptedAccountingPrinciples(GAAP)CustomisetheEVAmanagementsystembyincorporatingculturalpreferencesintoitProgrammeCoverageTheChallengeofBuildingPerformanceMeasurementSystemsUsingNon-FinancialMeasurestoAlignMeasurementstotheStrategyDesigningaScorecardSystemAlignedwithStrategyAdaptingPerformanceMeasuresforChangeRiskManagementandAssetManagementintheWorldofEVAIncorporatingtheCapitalStructureDecision(FinancialPolicy)intoCorporateDecisionMakingAcquisitionPricingandFinancingIntroducingtheNewestMeasureofCorporatePerformance:WealthAddedandRelativeWealthAddedDesigningIncentiveContractsasPartofCorporateGovernanceDate/Language/Venue:June28-30,2010/EnglishwithsequentialChineseinterpretation/ShanghaiFee:RMB26,800Formoreinformation,pleasevisit目标本课程旨在从应用经济增加值(EVA)的视角探索考量企业绩效问题,帮助学员掌握如何设计、实施和管理一套组织绩效衡量体系,来鼓励企业的各个组成部分精诚合作、提高效能。对象本课程适用于各行各业中所有关注组织绩效改进的中高层管理人员,如董事会成员、总裁、总经理、总监等等。受益通过本课程的学习,学员将:学会应对为达成绩效而产生的各种问题,如不断变化的情况、复杂性和不确定性学习如何将企业的战略性关键成功因素与企业的绩效衡量指标相联系了解如何为其所在企业、职能部门或业务部门设计记分卡体系学会评估以达成绩效为目标的组织设计建立战略地图来指引绩效衡量指标层层下推从而贯彻到整个组织中创建系统且实用的框架,来分析绩效衡量体系,以确保其稳健性,并能激发员工的预期行为将EVA管理系统与运营管理、财务政策、战略和公司治理进行有效整合,为高级管理层和董事会提供可靠可控的解决方案了解EVA的定义、测算方法,并将其与公认会计准则(GAAP)常用指标进行对比了解如何在EVA管理系统中结合不同的文化偏好,有针对性地定制该系统课程内容建立绩效衡量体系和其所面临的挑战利用非财务衡量指标使之与战略协调一致设计与战略相匹配的记分卡体系调整绩效衡量指标以适应变化EVA的风险管理和资产管理在公司决策制定中运用资本结构决策(财务政策)收购定价与融资引入衡量公司业绩的最新指标:财富增加值和相对财富增加值设计激励合同,完善公司治理时间/语言/地点:2010年6月28日-30日/英语授课配汉语交替翻译/上海费用:人民币26,800元更多信息请访问:企业战略落实与否和绩效管理是否有效有着密切的联系。俗话说种瓜得瓜,种豆得豆,若绩效衡量与企业战略背道而驰,战略必将走向失败。为实现组织长期价值最大化,确保战略有效实施,管理层应当采取何种绩效管理流程与体系?绩效体系的建立与实施有何难点?应当如何应对?EVA与绩效管理3ProgrammeSchedule课程安排Day1morningTheChallengeofBuildingPerformanceMeasurementSystemsOrganisingforResultsandReportingSystemsafternoonUsingNon-FinancialMeasurestoAlignMeasurementstotheStrategyDay2morningDesigningaScorecardSystemAlignedwithStrategyafternoonAdaptingPerformanceMeasuresforChangeCascadingMeasuresthatareAlignedThroughouttheOrganisationDay3morningRiskManagementandAssetManagementintheWorldofEVA−Comparingtheaccountingandeconomicmodelsofthefirm−DefiningthecriticalbehaviorsnecessarytomaximizelongtermvalueIncorporatingtheCapitalStructureDecision(FinancialPolicy)intoCorporateDecisionMaking−Thedangersofusingtheaccountingframework−Definingdebtcapcity−TheuseofnewandunusualfinancinginstrumentsafternoonAcquisitionPricingandFinancing−Howtosetupperlimitpricesonacquisitioncandidates−Evaluatingpopulardecisionrulesregardingacquisitions−AnewsetofrulesforexaminingacquisitioncandidatesIntroducingtheNewestMeasureofCorporatePerformance:WealthAddedandRelativeWealthAddedDesigningIncentiveContractsasPartofCorporateGovernance−Forseniormanagementandtheirimmediatedirectreports−Cascadingincentivecontractsdownthroughtheorganisation−Substantivecaseillustrationsacrossnationalboundaries第一天上午建立绩效衡量体系和其所面临的挑战以绩效为导向的组织与报告体系下午利用非财务衡量指标使之与战略协调一致第二天上午设计与战略相匹配的记分卡体系下午调整绩效衡量指标以适应变化将协调一致的衡量指标层层下推从而贯彻到整个组织中第三天上午EVA的风险管理和资产管理−比较公司的会计和经济模型−界定使长期价值最大化必不可少的关键行为在公司决策制定中运用资本结构决策(财务政策)−使用会计框架的风险−界定借债能力−运用新的、罕见的融资工具下午收购定价与融资−如何设定收购候选对象的价格上限−评估常见的收购决策准
本文标题:EVA与绩效管理
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