本文關(guān)鍵詞： 核心管理團隊 價值觀塑造 學(xué)習(xí)型組織 溝通機制 激勵機制 后備隊伍建設(shè)　出處：《華僑大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：眾所周知,“一個好漢三個幫,一個籬笆三個樁”。在企業(yè)所開展的管理實踐當(dāng)中,僅僅依靠個人的奮斗幾乎很難有所作為,往往是發(fā)揮團隊的力量,才可以使企業(yè)走得更遠。而企業(yè)是否可以擴大規(guī)模、增強實力、持續(xù)發(fā)展,不單單由其產(chǎn)品于服務(wù)來決定,同時在很大程度上也由該企業(yè)能否擁有一個具有戰(zhàn)略眼光來決定,又有實踐能力的核心管理團隊。但是,通常來講,很少一部分的企業(yè)才可以將這一構(gòu)想轉(zhuǎn)變成為現(xiàn)實,絕大多數(shù)企業(yè)均在這里無疾而終。因此,打造企業(yè)的核心管理團隊需要有一套行之有效的辦法。企業(yè)的核心管理團隊是組織中掌握關(guān)鍵資源,可以參加到企業(yè)的重大決策當(dāng)中,給整個企業(yè)的生存與發(fā)展帶來巨大影響的群體,通常包含了企業(yè)內(nèi)的領(lǐng)導(dǎo)團隊以及中層管理人員。核心管理團隊的主要特征有:它是企業(yè)的中心節(jié)點和指導(dǎo)小組;各成員之間相互依賴、相互聯(lián)系;有共同的目標(biāo)和目的;有挑戰(zhàn)性的氛圍;成員的知識和技能可以相互補充;具有層次性等。在管理實踐中發(fā)現(xiàn),國有A企業(yè)在核心管理團隊建設(shè)方面存在一定不足。本文通過調(diào)研、訪談等方式,分析出現(xiàn)當(dāng)前問題的原因。從內(nèi)因上分析,不難發(fā)現(xiàn)國有A企業(yè)核心管理團隊存在一些國企通病,核心管理團隊本身重技術(shù)、輕管理,許多核心管理團隊成員管理理念薄弱。從外因上看,當(dāng)前國有A企業(yè)存在著核心管理團隊之間缺乏溝通、團隊總體目標(biāo)不明確、對核心管理團隊績效考評流于表面等等問題。本文正是通過發(fā)現(xiàn)問題,分析問題產(chǎn)生的原因,進而探索出具有針對性的措施以解決問題。本文探究核心管理團隊建設(shè)的主要方法包含了:創(chuàng)造核心管理團隊價值觀、科學(xué)激勵機制的創(chuàng)建、學(xué)習(xí)型組織的組建、組建核心管理團隊的專門溝通體系、創(chuàng)建獨屬于核心管理團隊的后備隊伍。
[Abstract]:As we all know, "three gangs of a good man, three piles of a fence". In the management practice carried out by the enterprise, it is almost difficult to do anything by relying on the individual struggle, often it is to play the strength of the team. Can make the enterprise go further. And whether the enterprise can expand the scale, strengthen the strength, sustainable development, not only by its products in the service to determine. At the same time, to a large extent, it also depends on whether the enterprise has a strategic vision to determine the ability to have a core management team, but generally speaking. Only a small number of enterprises can turn this idea into reality, and the vast majority of enterprises have no end here. To build the core management team of the enterprise needs a set of effective methods. The core management team of the enterprise is to grasp the key resources in the organization and can participate in the important decision of the enterprise. A group that has a great impact on the survival and development of the whole enterprise. The core management team has the following main characteristics: it is the central node and steering group of the enterprise; The members are interdependent and interrelated; Having common goals and objectives; Challenging atmosphere; The knowledge and skills of members can complement each other; In the management practice, the state-owned A enterprise in the core management team construction has some shortcomings. This paper through research, interviews and other ways. It is not difficult to find that there are some common problems in the core management team of state-owned A enterprise, and the core management team emphasizes technology rather than management. Many members of the core management team management concept is weak. From the external causes, there is a lack of communication between the core management team in state-owned A enterprise, and the overall goal of the team is not clear. The core management team performance evaluation flow on the surface and so on. This paper is through the discovery of the problem, analysis of the causes of the problem. And then explore targeted measures to solve the problem. This paper explores the core management team construction of the main methods include: create core management team values, scientific incentive mechanism. The formation of learning organization, the formation of a special communication system of the core management team, and the creation of a reserve team that belongs to the core management team.
【學(xué)位授予單位】：華僑大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92

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