团队建设与管理
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摘要：一个团队要有一个清晰的目标或者使命，体现了组织的远大目标，
团队共同的价值观就是一个企业的精神支柱。本文结合个人实际情况和理论知识阐述了如何做到有效的团队沟通，如何打造激励性团队，如何提升团队绩效这些都成为了企业团队的一个个突破点。
关键词：团队管理 团队沟通 激励性团队 绩效
Summary：A team must have a clear goal or mission reflects the ambitious
goals of the organization the team shared values is a spiritual pillar of the enterprise. How to do an effective team communication, how to create the incentive team, how to enhance team performance and these have become a breakthrough point of the corporate team.
Keywords: team management team communication team performance
incentive
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目录
摘要 ··························································································· I 引言 ································································································ 1 第一章 团队建设 ············································································ 2
1 什么是团队 ·············································································· 2 2 团队建设的目的 ······································································· 2
2.1 增强组织灵活性 ······························································· 2 2.2 强烈的动机激励 ······························································· 2 2.3 提高生产率 ····································································· 2 2.4 建设积极的内部员工关系 ··················································· 2 2.5 提高员工素质 ·································································· 3 2.6 保证信息传递畅通 ···························································· 3
第二章 团队沟通 ············································································ 4
1 案例回顾 ················································································· 4 2 案例分析 ················································································· 4 3 团队沟通的目的 ······································································· 4 第三章 团队精神培育 ······································································ 5
1 引导案例 ················································································· 5 2 团队精神的核心 ······································································· 5 3 团队精神的培养 ······································································· 5 结语 ································································································ 6 参考文献 ·························································································· 7
团队建设与管理
引言
团队建设是一种组织创新，随着现代经济的发展，团队建设在企业管理中将发挥越来越大的作用，它有助于企业更好的发掘员工的潜力，为建设高绩效的企业作出巨大贡献。本文分析了团队建设的理论基础和存在的问题，提出了必须 在建立共同愿景、培育团队的协作精神、建立具有领导力和执行力的团队、构建和谐的沟通渠道以及建立激励机制等 方面建设高绩效团队的思路。
对《财富》上榜的500强调查显示，超过1/3的企业宣称“团队合作”是本企业的核心价值观，100%的公司都曾运用项目团队，87%的公司运用功能团队来完成诸如提高质量等等的某种具体任务，47%的公司现在正采用固定的工作团队作为完成工作的基本方法。可见，团队作为一种先进的组织形态，在企业发展中正发挥着重要的作用。1
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第一章 团队建设
第一章 团队建设
1 什么是团队
团队，又叫工作团队，是近年来西方组织中广泛采用的一种管理形式，指的是由为数不多的员工根据功能性任务组成的工作单位，其主要特征是团队成员承诺共同的工作目标和方法，相互积极配合协作，相互承担责任。2
2 团队建设的目的
市场竞争日趋激烈，企业中各项工作的复杂和综合程度不断提高，问题的难度亦不断加大，靠单个部门或个人的单打独斗已经无法适应客观环境的变化和要求，无法适应市场环境的要求。团队，是在没有改变整个组织框架的情况下，构建起的“行动小分队”，它既可保证整个组织的稳定性，又可灵活应对市场环境的各种变化。因而，对一个组织而言，有目标各异的各种高绩效团队存在，将大大提高组织对市场环境的反应能力和适应能力，促进组织在瞬息万变的市场环境中生存和发展。 2.1 增强组织灵活性
市场环境的新变化是企业组织普遍采用团队形式的主要原因。任何企业要想在激烈的竞争环境下生存、发展，都必须改变过去等级分明、决策缓慢、机构臃肿、人浮于事、对外界变化的应变能力差的管理模式。团队给予职工必要的团队工作技能训练，团队工作以灵捷和柔性为其竞争战略。 2.2 强烈的动机激励
工作团队由传统的科层组织中的被动接受命令转变为拥有独立的决策权，使团队成员拥有一个更大的活动天地，享有宽松、自主的环境，极大的激励团队成员的工作积极性和创造性。 2.3 提高生产率
团队的组织模式使组织结构大大简化，组织内部协调简单，领导和团队、团队和团队以及团队内部成员之间的关系变成伙伴式相互信任和合作的关系，使企业决策层能腾出更多的时间和精力，制定正确的经营发展战略，寻找良好的市场机会，产生比个体简单相加高得多的劳动生产率。 2.4 建设积极的内部员工关系
每个团队都有特定的团队任务和事业目标，团队鼓励每隔参与者把个人目标融入和升华为集体的团队目标并承诺他们的共同目标，这就使得企业文化建设中
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第一章 团队建设
的核心问题——共同价值体系的建立，变成可操作性极强的管理问题。 2.5 提高员工素质
团队工作形式培养了职工的技术能力、决策能力和人际关系处理能力，使员工从机器的附属中解放出来，充分体现了以人为本的管理思想。 2.6 保证信息传递畅通
信息渠道通畅，提高了信息的开放性、共同性和集成性，改善了组织决策。通过建立企业内内联网和企业外部网实现信息的共享和集成，消除了传统组织结构（如宝塔式的科层结构）中由于层层传递所造成的信息失真和延误，提高了信息传递的质量和速度。
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