【正文】 多種方式影響組織的業(yè)績(jī)表現(xiàn)。內(nèi)部的例子包括減少過(guò)程、減少次品、減少原料和時(shí)間的浪費(fèi)。外部的例子，減少次品、減少賠償、產(chǎn)品不能及時(shí)交付和其他法律風(fēng)險(xiǎn)、減少顧客或者市場(chǎng)的損失。 注： ISO10014為組織 如何通過(guò) ISO9000基本原則來(lái)識(shí)別和獲取財(cái)務(wù)和經(jīng)濟(jì)利益提供事例。 People in the anization Management of people People are a significant resource of an anization and their full involvement enhances their ability to create value for interested parties. Top management should, through its leadership, create and maintain a shared vision, shared values and an internal environment in which people can bee fully involved in achieving the anization39。s objectives. As people are a most valuable and critical resource, it is necessary to ensure that their work environment encourages personal growth, learning, knowledge transfer and teamwork. People management should be performed through a planned, transparent, ethical and socially responsible approach. The anization should ensure that the people understand the importance of their contribution and roles. The anization should establish processes that empower people to?translate the anization39。s strategic and process JMMC 廣州簡(jiǎn)捷企業(yè)管理顧問(wèn)有限公司 高級(jí)認(rèn)證咨詢師 包志勇 聯(lián)系電話： 13826038364 郵箱： objectives into individual job objectives, and to establish plans for their achievement,?identify constraints to their performance, ?take ownership and responsibility to solve problems, ??assess personal performance against individual job objectives, ??actively seek opportunities to enhance their petence and experience, ??promote teamwork and encourage synergy between people, and ??share information, knowledge and experience within the anization. 人員是組織的關(guān)鍵資源 ，他們的全情投入增強(qiáng)他們?yōu)槔嫦嚓P(guān)方創(chuàng)造價(jià)值的能力。最高管理者應(yīng)當(dāng)通過(guò)他們的領(lǐng)導(dǎo)，創(chuàng)造并保持共同的愿景、共同的價(jià)值觀和員工能夠?yàn)榱私M織的目標(biāo)全情投入的內(nèi)部環(huán)境。既然員工是最有 價(jià)值的關(guān)鍵資源，有必要確保他們的工作環(huán)境有利于個(gè)人成長(zhǎng)、學(xué)習(xí)、知識(shí)轉(zhuǎn)化和團(tuán)隊(duì)協(xié)作。 人的管理應(yīng) 當(dāng)本質(zhì) 有計(jì)劃 、 透明 、 道德和 對(duì) 社會(huì)負(fù)責(zé)的態(tài)度 進(jìn)行 。組織應(yīng)當(dāng)確保員工都能理解他們角色和貢獻(xiàn)的重要性。組織應(yīng)當(dāng)建立過(guò)程推進(jìn)員工將組織的戰(zhàn)略和目標(biāo)分解成個(gè)人的目標(biāo)，并制定實(shí)現(xiàn)的計(jì)劃。識(shí)別出限制他們表現(xiàn)的因素，明確解決這些問(wèn)題的職責(zé)和權(quán)限。 根據(jù)個(gè)人工作目標(biāo)評(píng)估個(gè)人的表現(xiàn) 積極尋求機(jī)會(huì)，提高他們的能力和經(jīng)驗(yàn) 提升團(tuán)隊(duì)合作鼓勵(lì)人與人的協(xié)作 在組織內(nèi)分享信息、知識(shí)和經(jīng)驗(yàn) Competence of people In order to ensure that it has the necessary petences, the anization should establish and maintain a “people development plan” and associated processes。 these should assist the anization in identifying,developing and improving the petence of its people through the following steps?identifying the professional and personal petences the anization could need in the short and long term, in accordance with its mission, vision, strategy, policies, and objectives, ??identifying the petences currently available in the anization and the gaps between what is available and what is currently needed and could be needed in the future, ??implementing actions to improve and/or acquire petences to close the gaps, ??reviewing and evaluating the effectiveness of actions taken to ensure that the necessary petences have been acquired, and?maintaining petences that have been acquired. NOTE See ISO 10015 for further guidance on petence and training. 為確保人員具備足夠的能力，組織應(yīng)建立并保持一份“人力發(fā)展計(jì)劃“和相關(guān)的過(guò)程。 這些有助于組織識(shí)別、發(fā)展和提升其人員能力。通過(guò)下列步驟識(shí)別組織當(dāng)前和長(zhǎng) 遠(yuǎn)發(fā)展所需的專業(yè)和個(gè)人能力，并與組織的使命、愿景、戰(zhàn)略、政策和目標(biāo)相一致。 識(shí)別組織當(dāng)前具備的能力和當(dāng)前能力、當(dāng)前需要的能力、未來(lái)需要能力之間的差距 采取措施提升或者獲取能力以彌補(bǔ)差距 檢查和評(píng)估為確保能力獲得而采取的行動(dòng)的有效性，保持已經(jīng)獲得的能力 注：從 ISO10015獲得關(guān)于能力和訓(xùn)練的更多指導(dǎo)。 Involvement and motivation of people The anization should motivate people to understand the significance and importance of their responsibilities and activities in relation to the creation and provision of value for the customers and other interested enhance the involvement and motivation of its people, the anization should consider activities such as ?developing a process to share knowledge and use the petence of people, . a scheme for collecting ideas for improvement, JMMC 廣州簡(jiǎn)捷企業(yè)管理顧問(wèn)有限公司 高級(jí)認(rèn)證咨詢師 包志勇 聯(lián)系電話： 13826038364 郵箱： ??introducing an appropriate recognition and reward system, that is based on individual evaluations of the acplishments of the people, ??establishing a skills qualification system and career planning, to promote personal development, ??continually reviewing the level of satisfaction and needs and expectations of people, and ??providing opportunities for mentoring and coaching. NOTE For more information about the “involvement of people”, see the related quality management principle in Annex B. 組織應(yīng)當(dāng)鼓勵(lì)員工理解他們職責(zé)和活動(dòng)在為顧客和其他利益相關(guān)方創(chuàng)造和提供價(jià)值方面的重要性和意義。為了增加員工的投入和積極性，組織應(yīng)當(dāng)考慮如下的活動(dòng)例如： 建立過(guò)程去分享知識(shí)和員工的能力，例如一個(gè)收集改進(jìn)建議的計(jì)劃。 引入適當(dāng)?shù)?，基于員工個(gè)人成就的 承認(rèn)和獎(jiǎng) 勵(lì)制度 。 建立技能分級(jí)制度和職業(yè)生涯規(guī)劃，促進(jìn)個(gè)人發(fā)展 持續(xù)檢查員工滿意度水平、需求和期望。 提供指導(dǎo)和輔導(dǎo)的機(jī)會(huì) 注：關(guān)于更多的“全員參與“的信息請(qǐng)參閱附錄 B中的質(zhì)量管理原則。 Suppliers and partners General Partners can be suppliers of products, service providers, technological and financial institutions, governmental and nongovernmental anizations or other interested parties. Partners can contribute with any type of resource, as agreed and defined in a partnership agreement. The anization and its partners are interdependent and a mutually beneficial relationship enhances their apabilities to create value. The anization should consider partnership as a specific form of relationship ith suppliers, where suppliers can invest in and share the profits or losses of the anization39。s area of an anization is developing partnerships, the anization should give consideration to issues such as ??the provision of information to partners, as appropriate, to maximize their contributions, ??supporting partners, in terms of providing them with resources (such as information, knowledge, expertise, technology, processes, and shared training), ??the sharing of profits and losses with partners, and ??improving the performance of partners. NOTE For more information about “mutually beneficial relationships”, see the related quality management principle inAnnex B. 伙伴可能是產(chǎn)品的供方、服務(wù)的提供者、技術(shù)和財(cái)務(wù)機(jī)構(gòu)、政府和非政府組織或其他利益相關(guān)方?；锇榭赡芴峁└鞣N類型的資源。組織及其伙伴是獨(dú)立的互利的。組織應(yīng)當(dāng)伙伴關(guān)系視作一種特殊的供方關(guān)系。 使供應(yīng)商能夠投資并 在 組織的活動(dòng)領(lǐng)域 內(nèi) 分享利潤(rùn) 或 損失。當(dāng)一個(gè)組織發(fā)展伙伴關(guān)系 時(shí) 該組織應(yīng)該考慮的問(wèn)題 包括 ： 與伙伴分享信息，適當(dāng)時(shí)使其貢獻(xiàn)最大化 支持你的伙