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1、AbstractTherealestateindustrywasdevelopingrapidly,anditcreatedandboomedhousedecorationindustrywhichwasinthedownstreamofrealestateindustry.Atthebeginning,housedecorationindustrywasabranchofarchitecturaldecorationindustry,allthecompanyinthisindustrywantedtoo
2、ccupythemarketquicklyandimproveoperatingprofit,theindustryturnedintoadisorderlycompetitionsituation.Nearlyfiveyears,nationcarriedoutaseriesofmacroeconomicregulationandcontrolpolicyofthehousingmarket,suchas"thefive",alllevelsofgovernmentintroducedalldiffere
3、ntkindsofloansandhousepurchasequotapolicy,thereisnodoubtthatitgivesablowtorapidlydevelopmentofhousedecorationindustry.Insuchcircumstances,theindicatorssuchasthesizeofcompany,therateofgrowth,profitrate,areworsening,housedecorationcompanymustadjustthestrateg
4、ictarget,strengtheninternalmanagement,findthecompanycorecompetitiveness.Acompanywhichwasbelongedtohousedecorationindustrywasfoundedinthelate1990’s,itwasthefirstcompanytoindustry.After20yearsofdevelopment,Acompanyhasbecometheleader.Duetothechangeofnationale
5、conomicpolicy,thegroupcompanyalthoughhascertainabilitytoresistrisks,butthegroupcompanyhavetoimprovetheabilityofthecompany'sinternalmanagement.Acompanywasstudiedinthiscontext,thispapermakesdetailedtheintroductionofthecurrentmanagementdilemmaandtheproblemsex
6、istingintheperformancemanagementsystem.Byusingthebalancedscorecard(BSC)andkeyperformanceindex(KPI)and360-feedback,wefoundawaytooptimizetheperformancemanagementsystemofAcompany.Thenewperformancemanagementsystemchoosesresultdimensionandattitudedimensionperfo
7、rmanceindexsystem,andcombinesbalancedscorecard,keyperformanceindexand360-feedbacktoappraisaltoperformanceresults.Acompanyurgentlyneedstoenhancethelevelofmanagementandservicesupportpositions,inordertomaintainthecontinuouscompetitiveadvantage.Itshortenstheap
8、praisalcyclefromthepreviousquartertomonthly,andbuildsstrongertiesbetweentheresultsandIIpersonalinterests.Thetwostepsachievethedesiredresults.Thisapproachhascertainreferencesignificanceforotherprivateenterpris
