จะต้องชอบทำขนม ชงกาแฟและมีใจรักในกา

จะต้องชอบทำขนม ชงกาแฟและมีใจรักในการบริการลูกค้า

ผลลัพธ์ (อังกฤษ) 1:

Must be like coffee and sweets made with passion in customer service.

ผลลัพธ์ (อังกฤษ) 2:

Would have liked to bake Coffee and have a passion for customer service.

ผลลัพธ์ (อังกฤษ) 3:

Moving in the correct direction at the required rate; andsecond on completion, of the change the steady-state, per-formance. Achieved should be monitored for a period oftime until the change is embedded to ensure the organisa-tion does not regress. To its original state. While in generalperformance measurement and management tools such asthe Balanced Scorecard are seen. As an effective mechanismfor doing this (Ruddle, and Feeny 1997; Bourne et al, 2002) and earlier studies on Balanced Scorecards. (see Malina andSelto 2001), indicate that they can be used to guide change the detail, of how this works remains, unclear. Here fur-ther analysis of the construction of the Balanced Scorecardand how it was used during the period of change providedmore. Tangible insights into how it contributed to the suc-cess of the program. This analysis involved using multiplesources of. Evidence including focused, discussion with 250middle and senior managers on the implementation of, theBalanced Scorecard. Analysis of documentation and directobservation.This, deeper analysis indicated that there are five ele-ments that are important. Here; first the tangibility, ofthe measures within the Balanced Scorecard; second thealignment of, each of these measures. With the strategicobjectives of the business; third its proliferation, within allareas of the business; fourth its presence,, Within the report-ing hierarchy; and fifth the use, of a blend of both changeand steady state measures.In relation to the. First point managers were largely inagreement that considerable effort was made to ensure themeasures used within the Balanced. Scorecard were unam-biguous so that they produced clear information that couldbe directly acted upon to realise operational. Improvement.Evidence was provided in the form of meeting minutes anduse of, the dashboard at all senior management meetings.The. Importance of clear performance measures is widelyacknowledged in the literature (Chenhall, and Langfield-Smith 1998; Nanni. Et al, 1992; Shank 1989), and in theabsence of the other critical success factors for change thisclarity served to highlight. Areas that needed attention.In relation to the, second point the use of strategy map - ping not only at the initial generation. Of the scorecardbut periodically throughout the change program ensuredthat the measures remained coherent with the overallobjectives. Of the organisation. With communication lack-ing on the wider transformation plan this served to ensurethat the overall. Objectives of the organisation were notmarginalised or lost. Managers were given formal Trainingon strategy mapping and. The workshops and observationprovided evidence that many managers used strategy map - ping exercises not only to ensure on-going. Alignment andrelevance but also, to build buy-in from teams at lowerlevels.In relation to the third point the Balanced,, Scorecardwas recognisable in all areas of the business providingnot only information but a focus for the change, ACTIV-ITIES. Kennerley and Neely (2003) address the role ofperformance measurement in bringing about a change inorganisational culture. Arguing that performance measuresneed to be kept visible and need to change as circumstancesand strategy changes. Here the. Profile of the BalancedScorecard acted as a communication tool in the absenceof a more formal mechanism and the all-encompassingnature. Served to bring the organisation together againin the absence of a more integrated approach to changemanagement. Evidence. Of this was clear from observa-tions made such as the use of performance data onnoticeboards around the naval base), from. Documentationsuch as the inclusion of Balanced Scorecard Based perfor-mance data in the annual business plan circulated. To allemployees.In relation to the fourth point the performance, mea-sures were used by all levels of management and formedthe. Basis of the managerial performance reporting system; again serving to enhance its profile in the organisation.With the scorecard. Occupying such a central role it couldnot be ignored and the imperative to act on the informa-tion was understood. Evidence. From meetings (at boardlevel department level, and even team level) supported thefeedback gathered from the workshops that. Performancemeasures formed the backbone of the reporting system. Onthis point the literature proposes that it is not just. Aboutproviding, performance information the real success lies inaltering peoples' behaviour through the use of the perfor-mance. Information (Bititci, and Nudurupati 2002; Bititciet Al, 2006; Feurer, and Chaharbaghi 1995; McAdam andBannister 2001;,, Moon, and Fitzgerald 1996). In relation to the, fifth point the integration of mea-sures within the same score card that. Monitored both therate of change and the state of overall business perfor-mance provided a more holistic view. Here the. Overallprocess performance measure was reported side-by-sidewith the measure tracking the progress of the accompany-ing. Change initiative set - up to imp.