01企業(yè)信息化概述

1、1南京理工大學(xué)機(jī)械工程學(xué)院工業(yè)工程系 NJUST Dep. Of Industrial Engineering企業(yè)信息化Enterprise Informatization2參考教材材：1.企業(yè)信息息化教程程韋沛文等等編編著清華大學(xué)學(xué)出版社社2.管理信息息系統(tǒng)精精要肯尼思C勞東編編著人民大學(xué)學(xué)出版社社3.Management Information Systems-ManagingtheDigitalFirm,12th Edition3本課程主主要內(nèi)容容介紹企業(yè)業(yè)信息化化的基本本概念，企業(yè)信信息化整整體解決決方案、集成平平臺(tái)，應(yīng)應(yīng)用實(shí)施施等內(nèi)容容，使學(xué)學(xué)生掌握握企業(yè)信信息化相相關(guān)理論論，以及及

2、實(shí)施方方法和支支撐環(huán)境境等技術(shù)術(shù)，注重重企業(yè)遠(yuǎn)遠(yuǎn)景規(guī)劃劃、產(chǎn)品品發(fā)展、管理變變革信息息技術(shù)支支撐的良良好匹配配與協(xié)調(diào)調(diào)，以適適應(yīng)未來(lái)來(lái)數(shù)字化化企業(yè)的的要求。4TheCourse HelpYou Learn NonroutineSkillsThis is thebest courseyouchoose forlearningthesefour keyskills.AbstractReasoningSystems ThinkingCollaborationAbility to Experiment5AbstractReasoningistheabilitytomake andmanipulate

3、models.Systems thinkingistheabilitytomodelthecomponentsofthesystem,toconnect theinputsand outputsamongthosecomponentsinto asensiblewholethatreflectsthestructure anddynamicsofthephenomenon.Youwillbeaskedtocritiquesystems;youwillbeaskedtocompare alternative systems; youwill be asked to apply different

4、systems to differentsituations.Allofthosetaskswillprepare youforsystemsthinkingasa professional.6Collaborationistheactivityoftwo or morepeople workingtogethertoachievea commongoal,result, or workproduct.Effective collaborationisntaboutbeingnice.Infact,surveysindicatethesingle mostimportant skill for

5、effectivecollaborationistogive andreceive critical feedback.Ability to ExperimentSuccessful experimentationisnotthrowingbucketsofmoneyateverycrazyidea thatenters yourhead.Instead,experimentationismakingareasonedanalysisofanopportunity,envisioningpotential solutions,evaluatingthosepossibilities,andde

6、velopingthemostpromisingones,consistentwith theresourcesyou have.78第1章 信息息系統(tǒng)概概述InformationSystemsinthe2010s9主要內(nèi)容容1.1Perspectives on Information Systems1.2PositioningITtoOptimizePerformance1.3BusinessPerformanceManagementandMeasurement1.4Strategic Planning andCompetitiveModels1.5Why IT Is Importantto

7、Your Career,and IT Careers101.1PERSPECTIVES ON INFORMATION SYSTEMS1.1.1Informationinformationisknowledgederived fromdatainformationisdatapresentedina meaningfulcontext，rmationisdataprocessedbysumming,ordering,averaging,grouping,comparing,orothersimilar ope

8、rations.具有一定定意義和和相互聯(lián)聯(lián)系的事事實(shí)表達(dá)達(dá)。11data？dataisdefined as recorded facts or figures.原始、不不相關(guān)的的事實(shí)表表達(dá)，是是對(duì)客體體或事件件的測(cè)量量或觀測(cè)測(cè)值。12Informationissubjective，that means onepersonsinformationmaybeanotherpersonsdata.Figure1-113數(shù)據(jù)和信信息的關(guān)關(guān)系信息是我我們對(duì)數(shù)數(shù)據(jù)的解解釋?zhuān)蚧蛘哒f(shuō)是是數(shù)據(jù)的的內(nèi)在含含義。數(shù)據(jù)經(jīng)過(guò)過(guò)處理、建立相相互關(guān)系系并給予予明確的的意義后后才成為為信息。14什么是知知識(shí)？是對(duì)信息息的推

9、理理、驗(yàn)證證。從中中得出系系統(tǒng)化的的規(guī)律、概念或或經(jīng)驗(yàn)。知識(shí)按性性質(zhì)分類(lèi)類(lèi)know-what，關(guān)于事事實(shí)方面面的know-why，事物的的客觀原原理和規(guī)規(guī)律性方方面的，屬于科科學(xué)方面面的know-how技巧、技技藝、能能力方面面的，屬屬于技術(shù)術(shù)方面的的know-who，特定的的社會(huì)關(guān)關(guān)系、社社會(huì)分工工和知道道者的特特長(zhǎng)與水水平，屬屬于經(jīng)驗(yàn)驗(yàn)與判斷斷方面的的。15前兩種類(lèi)類(lèi)型的知知識(shí)和第第三種類(lèi)類(lèi)型知識(shí)識(shí)的一部部分就屬屬于可編編碼化的的知識(shí)，一般較較易獲得得，第三三種知識(shí)識(shí)的另一一部分和和第四種種類(lèi)型知知識(shí)一般般屬于隱隱含性知知識(shí)與判判斷類(lèi)知知識(shí)即“意會(huì)知知識(shí)”，一般難難以獲得得和掌握握。什么是

10、智智慧？16數(shù)據(jù)管理理：對(duì)客觀對(duì)對(duì)象的表表達(dá)、識(shí)識(shí)別和檢檢測(cè)。信息管理理：從技術(shù)術(shù)層進(jìn)行行數(shù)據(jù)的的存儲(chǔ)、傳輸、顯示使使之發(fā)生生增值等等處理過(guò)過(guò)程。知識(shí)管理理：利用知知識(shí)的獲獲取方法法（如數(shù)數(shù)據(jù)挖掘掘技術(shù)）與管理理領(lǐng)域知知識(shí)相結(jié)結(jié)合進(jìn)行行的創(chuàng)新新。17Allinformationisnot equal:Some information is betterthan other information.1.1.2TheCharacteristics of GoodInformationFigure1-218AccurateAccuracyiscrucial;managersmust be ablet

11、orelyontheresultsoftheirinformationsystems.TheISfunctioncan developabadreputationintheorganization if asystem is known to produceinaccurateinformation.Insucha case, theinformationsystembecomesa waste of timeand money.Donotbemisledbya well-formatted report,orafancyquery,and activegraphics.Whenyoubegi

12、ntouse anew information system,beskeptical.Cross-checktheinformationyou arereceiving.19TimelyGood information istimelyproducedintimeforits intended use.Amonthly reportthat arrives6weekslate is mostlikely useless. An information systemthat tells younottoextend credittoa customer after youhave shipped

13、the goods is unhelpfulandfrustrating. Noticethat timelinesscan be measured againstacalendarYouneedtogive appropriate andrealistictimelinessneeds.Insomecases,developingsystems thatprovideinformationinnear realtimeismuch moredifficult andexpensivethanproducinginformationafewhourslater. If youcanget by

14、 withinformationthatisa fewhoursold, saysoduringthe requirementsspecification phase.20Consideranexample.Suppose youwork in marketingandyou needtobeabletoassessthe effectivenessofnew onlineadprograms.You wantaninformationsystem thatnot onlywilldeliver adsover theWeb, butthat alsowillenableyou to dete

15、rminehowfrequentlycustomersclickonthoseads.Determiningclickratiosinnearreal timewillbevery expensive;saving thedata in abatchand processingitsomehourslaterwill be mucheasier andcheaper.Ifyoucan livewithinformationthat is aday or twoold, thesystemwillbeeasierand cheapertoimplement.21RelevantInformati

16、onshouldberelevantboth to thecontext andtothesubject.Consideringcontext,you,theCEO,need information thatissummarizedtoanappropriatelevelforyourjob. Alistofthehourly wageofeveryemployeeinthe companyisunlikelytobeuseful.More likely,you needaveragewage information by departmentordivision.22Just BarelyS

17、ufficientInformationneedstobesufficientforthe purposefor which it is generated,butjust barelyso. We liveinaninformationage;oneofthe critical decisionsthat eachofushas to makeeachdayiswhatinformationtoignore. Thehigheryou riseintomanagement,themoreinformationyouwillbegiven,and,because there is onlyso

18、muchtime,themoreinformationyouwillneed to ignore.So, information shouldbesufficient,butjustbarely.23WorthItsCostInformationisnotfree.Thereare costs fordeveloping an information system,costsofoperating andmaintainingthat system,and costs of yourtimeandsalary forreading andprocessing theinformationthe

19、system produces.Forinformationtobeworthitscost, an appropriate relationshipmust exist betweenthe costofinformationand itsvalue.Informationsystems shouldbesubject to thesame financialanalysestowhichotherassetsare subjected.24信息的基基本特征征真實(shí)性。真實(shí)性性是信息息的第一一性，不不符合事事實(shí)的表表述沒(méi)有有價(jià)值。(2)增值性。信息的的增值性性即指人人們通過(guò)過(guò)利用信信息，可可以

20、獲得得效益?？梢詮膹臅r(shí)間、內(nèi)容和和形式三三個(gè)維度度，確定定人們對(duì)對(duì)信息的的需求，從而來(lái)來(lái)確定信信息的價(jià)價(jià)值。準(zhǔn)確性衡量信息息的真實(shí)實(shí)性的程程度相關(guān)性衡量信息息是否能能很好地地反映用用戶(hù)所關(guān)關(guān)心事物物運(yùn)動(dòng)的的狀態(tài)和和方式，使用戶(hù)戶(hù)通過(guò)信信息把握握或控制制事物的的發(fā)展完整性衡量信息息所包含含的內(nèi)容容是否完完整地反反映用戶(hù)戶(hù)所關(guān)心心事物運(yùn)運(yùn)動(dòng)的狀狀態(tài)和方方式。信息息的表現(xiàn)現(xiàn)形式有有多種，例如表表格、圖圖形、文文字等，而圖形形又分多多種。而而選擇表表現(xiàn)形式式需要考考慮維清清晰性和和詳盡性性。同樣樣一種信信息，選選擇的表表現(xiàn)形式式不同，信息產(chǎn)產(chǎn)生的價(jià)價(jià)值也會(huì)會(huì)不同。及時(shí)性反映信息息是否能能及時(shí)提提供給相

21、相關(guān)的用用戶(hù)，新穎性則測(cè)量信信息是否否是及時(shí)時(shí)更新的的。25（3）抽象性性必須區(qū)分分信息的的載體與與內(nèi)容，信息有有可能在在不同的的載體之之間轉(zhuǎn)化化與傳遞遞。需要要注意的的是，人人們往往往將主要要注意力力集中在在信息的的載體（例如計(jì)計(jì)算機(jī)網(wǎng)網(wǎng)絡(luò)的建建設(shè)）或或技術(shù)手手段上，而忽略略了信息息的內(nèi)容容。（4）不對(duì)稱(chēng)性性由于各種種原因的的限制（如專(zhuān)業(yè)業(yè)知識(shí)、市場(chǎng)需需求、制制作技術(shù)術(shù)等），在市場(chǎng)場(chǎng)中交易易的雙方方所掌握握的信息息是極不不相等的的，買(mǎi)賣(mài)賣(mài)雙方掌掌握信息息的程度度各有不不同，這這就形成成了信息息的不對(duì)對(duì)稱(chēng)。26（5） 滯后后性信息滯后后于數(shù)據(jù)據(jù)。信息息的滯后后時(shí)間包包括信息息的間隔隔時(shí)間和和加

22、工時(shí)時(shí)間。信息的間間隔時(shí)間間是指獲獲取同一一信息的的必要間間隔時(shí)間間。信息的加加工時(shí)間間是指獲獲取某信信息由數(shù)數(shù)據(jù)加工工所需要要的加工工時(shí)間。管理信息息系統(tǒng)的的一個(gè)基基本目標(biāo)標(biāo)就是要要縮短數(shù)數(shù)據(jù)的加加工時(shí)間間。27（6） 有效效性信息的增增值性只只表現(xiàn)在在一定的的時(shí)間內(nèi)內(nèi)。過(guò)了了這個(gè)時(shí)時(shí)期，信信息就不不會(huì)產(chǎn)生生效益，即信息息的有效效性。信息如同同一種產(chǎn)產(chǎn)品，具具有其生生命周期期。信息息的生命命周期即即指信息息從產(chǎn)生生、收集集、加工工、傳輸輸、使用用到失效效的全過(guò)過(guò)程。28（7） 共享享性信息不同同于與其其他物質(zhì)質(zhì)資源，它具有有共享性性，不具具有獨(dú)占占性，在在同一時(shí)時(shí)間可以以為多人人所掌握握。這

23、種種共享是是一種非非零和的的共享，即共享享的諸方方受益、受損是是不確定定的，各各方因同同一信息息而獲得得的增值值并不等等于少數(shù)數(shù)方獨(dú)占占該信息息所獲得得的增值值。29（8） 可擴(kuò)擴(kuò)散性信息的可可擴(kuò)散具具有兩種種效應(yīng)：正效應(yīng)是是利于知知識(shí)的擴(kuò)擴(kuò)散，節(jié)節(jié)省人力力、資金金等資源源的消耗耗；負(fù)效應(yīng)造造成信息息的貶值值，不利利于信息息的保密密。要注重信信息的保保密性，減少信信息的擴(kuò)擴(kuò)散的負(fù)負(fù)效應(yīng)。在企業(yè)業(yè)內(nèi)部，要充分分利用信信息的共共享性，在信息息有效的的時(shí)間內(nèi)內(nèi)，在內(nèi)內(nèi)部快速速擴(kuò)散，對(duì)外部部則應(yīng)該該抑制信信息擴(kuò)散散的負(fù)效效應(yīng)。30（9） 信息息的粒度度（granularity）粒度用來(lái)來(lái)度量信信息的詳

24、詳細(xì)程度度。為信息的的使用者者提供不不同粒度度的信息息有助于于他們能能更好地地把握事事物運(yùn)動(dòng)動(dòng)的狀態(tài)態(tài)和方式式。柳州產(chǎn)品品 系列列 產(chǎn)品品組 規(guī)格格F5M42地區(qū)區(qū) 國(guó)外外 國(guó)內(nèi)內(nèi) 大區(qū)區(qū) 省份份 城市市時(shí)間間 年-季-月-周-日4G63 MPI4G64R5M214G63 CARB上海廣州一季二季三季四季銷(xiāo)售量沈陽(yáng)長(zhǎng)春福州1.1.3InformationSystems andInformationTechnology:Core ConceptsAninformationsystem(IS)collects,processes,stores, analyzes,anddistributesinf

25、ormationfor aspecificpurposeorobjective.Input.Dataandinformationaboutbusinesstransactions arecapturedorcollectedbypoint-of-sale(POS)scannersandWeb sites andreceivedbyotherinputdevices.Processing.Data is transformed,converted, andanalyzedforstorageortransfertoanoutputdevice.Output. Data, information,

26、reports,andsoonare distributed to digitalscreensorhardcopy(paper),sent as audio,ortransferredtootherISsvia communicationnetworks.Feedback.Afeedbackmechanismmonitorsand controls operations.3132Management Information Systems(MIS)thedevelopmentand useofinformationsystems thathelpbusinesses achievetheir

27、goalsand objectives. Thisdefinitionhasthreekey elements:developmentanduse,informationsystems,andbusinessgoalsandobjectives.33InformationSystem(IS)isanassemblyofhardware,software, data, procedures, andpeoplethatproducesinformation.Five ComponentsofanInformationSystem34Figure1-435Thesefive componentsa

28、re symmetrical.Theoutermost components, hardware andpeople, areboth actors;theycantakeactions.Thesoftwareand procedurecomponents areboth setsofinstructions:Softwareisinstructionforhardware, andprocedures areinstructionsfor people.Finally,data is thebridgebetweenthecomputersideontheleftandthe human s

29、ideonthe right.Now, whenweautomateabusinessprocess,wetake workthatpeopleare doing by followingprocedures andmove it so thatcomputers willdothatwork,followinginstructions in thesoftware.Thus,the processofautomationisa processofmoving workfromtherightsidetotheleft.36A business is notalive,and it canno

30、tact. It is thepeoplewithin abusinesswho sell, buy,design,produce,finance,market, account, andmanage. So,informationsystems exist to helppeople whowork in abusinesstoachievethegoalsand objectivesofthatbusiness.37BusinessProcessesInformationProcessing ActivitiesBusinessValueManagement ActivitiesSuppl

31、yChainManagementEnterpriseManagementCustomerManagementKnowledgeManagementDataCollectionandStorageTransformationIntoBusinessSystemsDisseminationPlanningCoordinatingControllingModelingandDecisionMakingFirmProfitabilityandStrategicPositionA Business Perspective on Information SystemsFigure1-538Informat

32、ionsystems aremore thancomputersORGANIZATIONSTECHNOLOGYMANAGEMENTINFORMATION SYSTEMSFigure1-639ORGANIZATIONSInformationsystems areanintegralpart of organizations. Thekeyelementsofanorganization areitspeople,structure, business processes,politics, andculture.Organizations arecomposedofdifferentlevels

33、 andspecialties.Expertsareemployedand trainedfor differentfunctions. Themajorbusinessfunctionsperformed by business organizations, consistofsalesand marketing,manufacturingandproduction,financeandaccounting,and human resources.40Anorganizationcoordinatesworkthrough astructuredhierarchyand throughits

34、 business processes.The hierarchyarrangespeopleinapyramid structureofrisingauthority andresponsibility.The upper levelsofthehierarchy consistofmanagerial,professional,andtechnical employees,whereasthelowerlevels consistofoperationalpersonnel.41Most organizations business processesinclude formalrules

35、that havebeendevelopedovera longtimeforaccomplishingtasks.Theserulesguideemployees in avarietyofprocedures.Many business processesareincorporated intoinformationsystems.Organizations requiremanydifferentkindsofskills andpeople. In addition to managers,knowledgeworkersdesignproductsorservicesand crea

36、tenewknowledge,anddataworkers processthe organizations paperwork.Productionorservice workersactuallyproducetheorganizationsproductsorservices.Each organizationhasauniqueculture,orfundamentalset of assumptions,values, andways of doing things,thathasbeenacceptedbymost of itsmembers.Partsofanorganizati

37、onsculture canalwaysbefoundembeddedinits information systems.42MANAGEMENTManagementsjob is to makesenseout of themany situationsfacedbyorganizations,makedecisions, andformulateaction plans to solve organizational problems.Managersallocatethehumanand financialresourcestocoordinatetheworkandachievesuc

38、cess.Butmanagersmustdomore thanmanage whatalreadyexists. Theymustalso createnewproductsand services.A substantial partofmanagementresponsibilityiscreativework drivenbynewknowledge andinformation.Informationtechnologycanplaya powerful roleinredirectingand redesigning theorganization.43Managerial role

39、s anddecisionsvaryatdifferentlevels of theorganization.Seniormanagersmake long-rangestrategic decisionsaboutwhat products andservicestoproduce.Middlemanagerscarryoutthe programs andplansofseniormanagement.Operationalmanagersareresponsiblefor monitoringthe firmsdailyactivities.Each level of managemen

40、thas differentinformationneedsandinformationsystem requirements.44TECHNOLOGYInformationtechnology is oneofmany tools managers usetocope withchange.ComputerhardwareSoftwarestorage technologyCommunicationstechnology45TheInternethascreateda new“universal”technology platform on which to build allsortsof

41、newproducts, services,strategies,andbusinessmodels.This sametechnologyplatformhasinternaluses,providingthe connectivitytolink differentsystems andnetworkswithinthe firm. Internal corporatenetworksbasedonInternettechnology arecalledintranets. Privateintranets extended to authorizedusersoutsidetheorga

42、nization arecalledextranets, andfirmsusesuchnetworkstocoordinate their activitieswithotherfirmsformaking purchases,collaboratingondesign, andotherinterorganizational work.46InformationTechnology (IT)referstoall of thecomputer-basedinformationsystems usedbyorganizationsandtheirunderlyingtechnologies（

43、theproducts, methods, inventions, andstandardsthatareusedforthe purposeofproducing information.）Informationtechnologiesand systemsare revolutionizingtheoperation of firms,industries ,andmarkets.ThebusinessvalueofITisdeterminedisdetermined by therelationships among ISs,people,andbusinessprocessesallo

44、fwhichareinfluencedstronglybyorganizationalculture.47Major Capabilities of ISs and Supported Business Objectives Perform high-speed, high-volume, numerical computations Provide fast, accurate communication and collaboration unrestricted by time and location Store huge amounts of information that is

45、accessible via private networks and the Internet Automate semiautomatic business processes and manually done tasks. Enable automation of routine decision making and facilitate complex decision making IS capabilities support these business objectives: Improve productivity (productivity is a measureme

46、nt or the ratio of inputs to outputs) Reduce costs and waste Improve the ability to make informed decisions Facilitate collaboration Enhance customer relationships Develop new analytic capabilities Provide feedback on performance4849CONTEMPORARYAPPROACHESTOINFORMATIONSYSTEMSTechnicalApproachesBehavi

47、oralApproachesManagementScienceOperationsResearchSociologyEconomicsComputerSciencePsychologyThetechnical approach to information systemsemphasizesmathematicallybasedmodels to study information system.Computerscience is concernedwith establishingtheoriesofcomputability,methods of computation,andmodel

48、s of efficientdata storageand access.Management scienceemphasizesthedevelopmentofmodels fordecision-makingand managementpractices.Behavioral issuesinclude strategicbusinessintegration,design,implementation,utilization, andmanagement.Operations research focusesonmathematical techniquesfor optimizings

49、electedparametersoforganizations,such as transportation,inventorycontrol, andtransactioncosts.1.2PositioningITtoOptimizePerformanceDuringthe 2010s ,managersare exploringnewstrategiestoimprove business performance,orprofitability.Oneapproachistodeveloptheagilityneededtoidentifyand captureopportunitie

50、smore quicklythanrivals.Organizations canbenefit fromopportunitiesmade possible by highperformancemobile devicesand high-speedmobile telecommunication networks.Examplesarethe 3Gand4Gnetworks of cellular serviceproviders.Mobiletechnologyhastorndown thewallsbetween ourbusiness,professional,andpersonal

51、lives.50Organizations dependonITtobeable to adapt to marketconditions andgain acompetitiveedge.Thatcompetitiveadvantageisshort-livedifcompetitorsquicklyduplicateit. No advantageisvery long-lasting.Therefore,companiesneedtoupgrade,develop,and/ordeploy newISstoremain in thecompetitivegame.Duringthe la

52、stdecade,companieswereadaptingtosocialnetworking,and becameextensions of businessestoreachcustomers,prospects, andbusinesspartners.51A business model is amethod of doing business by which acompanycangeneratesalesrevenueandprofit to sustainitself.Themodelspells outhowthe companycreatesoradds value in

53、 terms of thegoodsorservicesthecompanyproduces.Some modelsareverysimple. Forexample,Applemakesandsellscellphonesand generatesprofitfromthesesales.Onthe other hand, aTVstationprovidesfree broadcasting.Its survival dependsonacomplex model involvingfactors suchasadvertisersand contentproviders.52A comp

54、rehensivebusinessmodeliscomposedofthesesixelements:1.A description of allproductsandservicesthe business willoffer2.A description of thebusinessprocess required to makeand deliverthe products andservices3.A description of thecustomerstobeserved andthecompanys relationshipswiththesecustomers, includi

55、ngwhat constitutes value fromcustomersperspective(customersvalueproposition)53A comprehensivebusinessmodeliscomposedofthesesixelements:4.A listofthe resourcesrequiredandthe identification of which onesare available,whichwillbedevelopedin-house, andwhichwill needtobeacquired5.A description of theorga

56、nizationssupplychain, includingsuppliersand other business partners6.A description of therevenuesexpected(revenuemodel), anticipated costs,sources of financing,and estimatedprofitability (financial viability)541.3BusinessPerformanceManagementandMeasurementPerformanceismeasuredbyhowwellthosegoalsando

57、bjectivesaremet.Despite howsimplethissounds, measuringbusiness(ororganizational) performance is extremelychallenging.Howdoyou manageperformance?Assume thatacompanysgoalsare increasedsalesandimprovedcustomerloyalty.Salesrevenueisa rathereasy-to-calculatequantitativemetric.Incontrast,customerloyaltyis

58、a qualitative metricandprobablyhas alonger timedimension.Youcan immediately knowhow muchcustomers havepurchased on aparticularday, butnothow manycustomers youvelost thatday.55Inordertomanageperformance, twofundamentalrequirementsare:（1）Beingable to measure. Youcannotmanage whatyou cannotmeasure.Stat

59、edinreverse,ifyou cannotmeasure aprocess,you cannotmanageorcontrolit.Tobereliable, “measuring” needs to be fact-basedand/or data-driven.Otherwise, managers aremakingdecisions based on conditionsofuncertainty. Themore accurate andtimelythe data, thebetterthe abilitytomeasure.56（2）Knowing thatyourindi

60、catorismeasuring therightthing. Measuringperformancerequires:Identifyingthemostmeaningful measures of performanceBeingable to measurethemcorrectlySelectingthe setofmeasuresthat provides aholisticindicator of total business performanceIdentifyingwhoshould receivethe reportsand in whattimeframe57Perfo