记分卡

基本解释 (translations)

scorecard  ·  scorecards

与记分卡相关的网络例句 [注：此内容来源于网络，仅供参考]

The main contents in this course include job order costing, process costing, cost-volume-profit analysis, short term operating decision, long term capital expenditure decision, master budget, responsibility center and responsibility accounting, activity based costing and activity based management, performance evaluation and balance score card, quality cost accounting, etc.

它的主要内容包括分批成本计算法、分步成本计算法、标准成本与成本差异分析、成本习性分析与变动成本计算法、本量利分析、短期经营决策、长期资本支出决策、全面预算、责任中心和责任会计、作业成本计算和作业成本管理、业绩衡量与平衡记分卡、质量成本会计和信息资源会计。

By developing and disseminating scorecards over a period of time the leaders and residents of a region can assess progress in their drainage basin over a period of time.

通过在一段时间内完善和散发记分卡，一个地区的官员和民众可以对这段时期内流域的环境变化情况进行评估。

On the design of index system, this paper introduces the idea of BSC to design the frame of index system, to explain the index system from the four dimensions of finance, custom, management, and development. The basal indexes of each dimension is filtered in the way of partial correlate of these indexes and EVA form the point of view of validity andindependence, and gets well indexes to make up the index system of Advanced Professional Executives performance evaluation.

在此框架下提出企业所有者对高级职业经理人绩效考核指标体系的设计模式，用平衡记分卡构建备选指标的框架，分别从财务维度、客户维度、内部营运维度、个人维度四个方面来考核高级职业经理人的绩效，在备选指标的基础上，运用相关性理论来考察指标的有效性和独立性，筛选出有效的指标构成高级职业经理人的绩效考核指标体系，保证绩效考核指标体系设计的科学性、合理性与简洁性。

This text is through analysing and appraising the mode in three kinds of achievements of comparing: Including the financial mode based on accounting income; Create for value mode of foundation and keep the balance score card as the basic balance mode with value with balance.

本文通过分析比较三种业绩评价模式：分别是以会计收益为基础的财务模式；以价值创造为基础的价值模式和以平衡记分卡为基础的平衡模式。

Will she remember penciling in bital game statistics on the scorebcard?

她会记得在记分卡上用铅笔统计重要赛事吗？

Referring to the Pole Management from western public apartments and BalancedScorecard from private organizations, catering to china's specialty, this thesisraises 5P apraisal system which apraise the civil servants from 5 dimensionality:Profits for economic development, Public for social benefits, Process foradministrative behavior, Potency for servants'self-development and People for humanresource management. Such system makes more people participate in setting effectiveobjectives and complish those aims by decentralization while becomes a nice managecycle by enrolling more people joining in the apraisal.Those 5 dimensionality don't exist irrespectively: via good HR management, weattract more talent people, via exert their potation and creative, civil servants willdevelop themselves constantly and work hardly; Via the hard work of those servants,we may get pretty good economic efficacy and social benefits and finally obtain theultimate strategy, to make the public satisfied.

本文参照了西方公共部门的标杆管理等方法和私营组织的平衡记分卡，针对中国公务员管理的特点，尝试提出了5P 评估体系，从经济效益、社会效益、行政过程、潜力发展、人力资源五个维度对公务员的行为结果进行考察，并且通过放权具体指标的制定让更多的人参与设定可能的和有效的目标，从而促进组织目标的完成；通过全方位主体评价让更多的公众参与绩效的评估，最终形成良好的自我循环管理模式。5P 评估体系的五个维度之间相互紧密联系：通过良好的人力资源管理，我们吸收优秀的人才，通过培训和科学的管理，充分发挥各位公务员的潜力和创造力，激励公务员不断学习和提高自己，更好地完成自己的工作，为人民服务，而通过各位公务员共同的努力，我们将会得到良好的经济效益和社会效益，由此达到让公众满意的最终战略目标。

This paper selects a company named QY as an object of study and analyzes the problems of the company' s human resource management, especially in the performance appraisal system.

第二部分介绍了绩效与绩效管理的一些基础理论，这些理论构成了设计QY公司绩效管理体系的理论基础，并着重介绍了平衡记分卡与关键绩效指标的基本概念和理论。

This paper explores improving the relativity of accountancy information from two aspects : the first is upgrading the current financial report system , for which the author proposes that part of items in the current financial statements should be improved and relevant statements such as overall income statememt should be included ; the second is upgrading the current financial analysis method , including development of du pont analysis method and revisal of wale proportion analysis method , for which the author proposes that attention should be paid to the financial analysis , meanwhile enhance analysis of unfinancial index , establish banlance marl record and a set of efficient evaluation system by applying synthetic grade - point method

本论文从两个方面探索提高会计信息的相关性，一是对现行财务报告体系的改进，提出应改进现有报表的部分项目，并增加全面收益表等相关的报表；二是对现行财务分析方法的改进，包括对杜邦分析方法的衍展及沃尔比重分析法的修正，提出应在重视财务分析的同时加强非财务指标的分析，建立平衡记分卡，运用综合评分法建立一套高效的绩效评价体系。

Often, these applications are delivered not as a single scorecard, but rather as a series of cascading and linked scorecards to deliver functional or departmentally oriented segments of the overall strategy to any level of the organization, down to the employee level in some instances; hence, they are good tools for communicating tasks that contribute directly to an overall objective and also help foster discussion about action plans to achieve goals and targets.

通常，这些管理软件不是作为一个记分卡提供的，而是作为一系列的级联和相互链接的记分卡提供的，可将总体战略的功能或面向部门部分传达给企业的任何层面，在某些情况下还可传达到员工层面；因此，它们是直接促进总体目标实现的任务的良好传达工具，还有助于促进旨在实现目标的行动计划的讨论。

This article elaborated the balance records the branch customs stationthe origin, the development and its the principle, from the finance,the customer, internal flow and the study and the growth and so onfour stratification planes analyzed the balance to record the branchcustoms station the appraisal target system; Analyzed the balance torecord the branch customs station the characteristic and our countryenterprise records the branch customs station using the balance thenecessity; Discussed the enterprise to record branch customs stationusing the balance the step; The question which through when theBeijing square day dragon advertisement limited company's application,summarized the advertisement company to apply the balance to recordbranch customs station pays attention.

本文阐述了平衡记分卡的起源、发展及其原理，从财务、客户、内部流程和学习与成长等四个层面分析了平衡记分卡的评价指标体系；分析了平衡记分卡的特点及我国企业应用平衡记分卡的必要性；探讨了企业应用平衡记分卡的步骤；通过在北京四方天龙广告有限公司中的应用，总结了广告公司应用平衡记分卡时注意的问题。

与记分卡相关的网络解释 [注：此内容来源于网络，仅供参考]

card：记分卡

记分卡(Card)是你打球成绩的凭证,所以每当完成一洞时,你都应该自觉的与球僮或者同伴确认该洞杆数. 当完成所有18洞的击球后,回到出发站时,应该确认自己的杆数,并且在记分卡上签名确认. 如果是自己打球,可以将你的记分卡保存起来,

scorecard：记分卡

(5)引进"记分卡"(scorecard)实施进展状况监测. 记分卡分三个档次,分别用红、黄、绿颜色标示,绿色意味着达标,红色表示不达标,黄色则介于两者之间,每个档次的划分都有明确、详细的标准. 记分卡公开面向社会,每季度公布一次.

scorecard：记分卡;示分牌

示分牌(裁判员用) flash card | 记分卡;示分牌 scorecard | 记分表 score sheet

Balanced Scorecard：平衡记分卡

1992年"平衡记分卡"(Balanced Scorecard)的两位创始人罗伯特?卡普兰和戴维?诺顿建立此一新的评估和管理系统框架时,上述财务事件还未发生,但是他们已经认识到问题的存在.

BSCBalanced ScoreCard：平衡记分卡

BPRBusiness Process Reengineering企业流程再造 | BSCBalanced ScoreCard平衡记分卡 | BTFBuild To Forecast计划生产

Balance Scorecard：平衡记分卡

其中,Kaizen成本法主要强调降低产品制造过程成本(如EPW厂降低ZH产品成本的方法);基准成本法主要是参照其他企业或部门成功实践,建立内部业绩评价标准以改善经营;平衡记分卡(Balance Scorecard)是卡普兰教授等人提出的新型管理措施,

pre-scorecard declines：在使用记分卡前拒绝的贷款申请

发现有矛盾/可能存在欺诈的贷款申请 Finds inconsistent/possibly fraudulent applications | 在使用记分卡前拒绝的贷款申请 pre-scorecard declines | 统计型记分卡 Statistical Scorecard

score card：记分卡

以推杆代替拐杖使用时将其折断,在打后九洞(In)之前因为有时间而替换. 53、状况:在提交给委员会的记分卡(Score Card)中,某洞的分数少于实际的杆数. 55、状况:提交的记分卡没有记分员(marker)或球员本人的署名.

Balanced Score Card：平衡记分卡

罗伯特.卡普兰教授和戴维.诺顿创制的"平衡记分卡"(Balanced Score card)考核体系可以借鉴. 该卡由财务、顾客、内部经营过程、学习和成长四个方面组成. 之所以取名为"平衡记分卡", 是因为要平衡兼顾战略与战术、长期和短期目标、财务和非财务衡量方法、滞后和先行指标,

Typical generic scorecards：典型的通用记分卡

征信机构记分卡 Bureau Based Scorecards | 典型的通用记分卡 Typical generic scorecards | 风险 Risk 破产 Bankruptcy