江苏铁通活力班组建设研究
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摘要
拥有2亿多用户的中国铁通,是一家较大规模中央企业。目前铁通公司班组建设还存在着思想认识不够到位、基础管理比较粗放、工作制度不够健全完善、班组建设发展不平衡等问题。班组是企业中最基层的组织,承担着战略执行、管理落实、文化落地的重任,是企业全部活力和战斗力的基础。因此,提升基层班组的执行力,是提升企业核心竞争力的基础和保障。加强和推进班组建设,也是提高企业管理水平、打造高绩效班组团队的需要。同时,在技术日新月异、新产品和新服务层出不穷,需要对市场和客户的需求做出快速响应的情况下,优化组织架构、提升管理水平,已经成为公司持续健康发展的必然要求。研究江苏铁通班组建设存在的问题并对其进行分析改进,具有重大的意义。
本文在大量阅读国内外文献的基础上,研究了班组与班组建设的内涵,并对现有的班组建设相关文献进行了深入研究。在对班组建设相关理论如组织制度理论、企业活力理论、能力提升理论、组织文化相关理论等研究的基础上,通过实地考察和访谈等方式,对江苏铁通13个分公司共259个班组的建设现状进行了了解和掌握,包括各班组的构成情况、班组包保情况及各班组取得的成绩及未来的计划。在此基础上分析了江苏铁通班组建设存在的问题,并对其原因进行了探讨。通过对江苏铁通全省分公司范围内的班组基本情况进行摸底诊断,发现班组管理基础普遍薄弱,主要存在计划管理能力还较薄弱、团队自我学习的能力亟待加强、员工激励手段较缺乏、现场管理制度科学性不高、班组长管理技能的缺乏等问题。针对江苏铁通班组建设存在的问题,提出了一系列活力班组建设的措施,包括班组人员综合素质的提升、活力班组队伍的建设、班组管理制度的健全和班组文化建设的加强等等。
With more than twenty million users, China Tietong is a large-scaled central enterprise. At present, the team building of China Tietong has a lot of problems such as insufficient cognition, careless basic management, imperfect work system and imbalanced team building development. Team, as the most foundational organization in enterprises, bears the significant responsibilities for strategy implementation, management fulfillment, and culture application and thus it is the base of the whole activity and effectiveness of enterprises. Therefore, improving the implementation of basic teams is the safeguard to promote the core competitiveness. Enhancing and pushing the team building is also the demand of improving management level and creating high performance team. Meanwhile, with quickly changing technologies, new products and services, enterprises need to take quick actions. It is necessary to optimize organizational structure, promote management level in order to maintain the continuous and healthy development. So it is of significant meaning to research the existing problems lying in the team building of Jiangsu Tietong and make corresponding analysis and improvement.
This paper researched the meanings of team and team building after a lot of reading on both domestic and foreign literatures especially the present related literatures on team building. Based on the research on the related theories on team building such as organizational system theory, enterprise energy theory, ability promotion theory and organizational culture, the paper got to know the two hundred and fifty nine teams in thirteen sub branches of Jiangsu Tietong through reviewing and visiting on the spot. The paper stated the composing of each team as well as their achievements and future plans. Based on this, the paper analyzed the problems in the team building of Jiangsu Tietong and discussed the causes of the problems. By diagnosing the basic conditions of Jiangsu Tietong, the team building of the enterprise is generally weak with infirm plan management ability, insufficient self-study, absent prompting to employees, locale management of low scientific, short-skilled team leaders. The paper brought a series of measures to build energetic teams in Jiangsu Tietong according to the existing problems including promoting the comprehensive diathesis of team workers, building energetic team troops, implementing team management system and enhancing team culture.
本文在大量阅读国内外文献的基础上,研究了班组与班组建设的内涵,并对现有的班组建设相关文献进行了深入研究。在对班组建设相关理论如组织制度理论、企业活力理论、能力提升理论、组织文化相关理论等研究的基础上,通过实地考察和访谈等方式,对江苏铁通13个分公司共259个班组的建设现状进行了了解和掌握,包括各班组的构成情况、班组包保情况及各班组取得的成绩及未来的计划。在此基础上分析了江苏铁通班组建设存在的问题,并对其原因进行了探讨。通过对江苏铁通全省分公司范围内的班组基本情况进行摸底诊断,发现班组管理基础普遍薄弱,主要存在计划管理能力还较薄弱、团队自我学习的能力亟待加强、员工激励手段较缺乏、现场管理制度科学性不高、班组长管理技能的缺乏等问题。针对江苏铁通班组建设存在的问题,提出了一系列活力班组建设的措施,包括班组人员综合素质的提升、活力班组队伍的建设、班组管理制度的健全和班组文化建设的加强等等。
With more than twenty million users, China Tietong is a large-scaled central enterprise. At present, the team building of China Tietong has a lot of problems such as insufficient cognition, careless basic management, imperfect work system and imbalanced team building development. Team, as the most foundational organization in enterprises, bears the significant responsibilities for strategy implementation, management fulfillment, and culture application and thus it is the base of the whole activity and effectiveness of enterprises. Therefore, improving the implementation of basic teams is the safeguard to promote the core competitiveness. Enhancing and pushing the team building is also the demand of improving management level and creating high performance team. Meanwhile, with quickly changing technologies, new products and services, enterprises need to take quick actions. It is necessary to optimize organizational structure, promote management level in order to maintain the continuous and healthy development. So it is of significant meaning to research the existing problems lying in the team building of Jiangsu Tietong and make corresponding analysis and improvement.
This paper researched the meanings of team and team building after a lot of reading on both domestic and foreign literatures especially the present related literatures on team building. Based on the research on the related theories on team building such as organizational system theory, enterprise energy theory, ability promotion theory and organizational culture, the paper got to know the two hundred and fifty nine teams in thirteen sub branches of Jiangsu Tietong through reviewing and visiting on the spot. The paper stated the composing of each team as well as their achievements and future plans. Based on this, the paper analyzed the problems in the team building of Jiangsu Tietong and discussed the causes of the problems. By diagnosing the basic conditions of Jiangsu Tietong, the team building of the enterprise is generally weak with infirm plan management ability, insufficient self-study, absent prompting to employees, locale management of low scientific, short-skilled team leaders. The paper brought a series of measures to build energetic teams in Jiangsu Tietong according to the existing problems including promoting the comprehensive diathesis of team workers, building energetic team troops, implementing team management system and enhancing team culture.
引文
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[2]况平.优秀班组长怎样抓现场[M].北京：中国时代经济出版社,2008.
[3]宋维同.制造业：班组长训练课程[M].北京：中国经济出版社,2004.
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[5]王树林.班组管理实战：基层管理者培训自修宝典[M].北京：化学工业出版社,2009.
[6]王其新.电信企业生产运作管理[M].北京：人民邮电出版社,2001.
[7]李跃.集中管理：网络时代的电信企业管理创新[M].北京：人民邮电出版社,2008.
[8]张华.中国移动吉林公司通化市分公司班组文化建设研究[D].长春：吉林大学,2009.
[9]吴隆长.如何提升A公司基层班组的管理效能研究[D].成都：电子科技大学,2009.
[10]刘强.山东移动客服—中心话务班组建设提升措施研究[D].成都：西南交通大学,2009.
[11]江凯生.中国移动广东分公司活力管理研究[D].武汉：华中理工大学,2009.
[12]于丹.A公司班组建设中的班组长能力提升研究[D].北京：北京邮电大学出版社,2009.
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[15]周勇,李勇.中小企业诚信经营的内部管理机制探究——基于麦肯锡7S模型的分析[J].武汉科技大学学报(社会科学版),2007,9(1)：29-33
[16]博瑞森.卓有成效的目标管理[M].北京：中国商业出版社,2006.
[17]陈颖.论目标管理理论的发展过程[J].经济论坛,2008,(13)：71-74.
[18]陈福娣.德鲁克目标管理理论初探[J].商场现代化,2008,(2).
[19]杨宇.德鲁克目标管理理论评述[J].中国高新技术企业,2010,(2)：88-89.
[20]斯蒂芬·P·罗宾斯.管理学(第七版)[M].北京：中国人民大学出版社,2004.
[21]闰泽涛,计雷.关于对企业活力产生的结构性基础因素分析[J].中国管理科学,2004,(6)：
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[23]李维安等.现代企业活力理论与评价[M].南开：南开大学出版社,2002.
[24]刘冀生.企业经营战略[M].北京：清华大学出版社,1995.
[25]刘铁明.学习型组织的四大模型评析[J].湖南财经高等专科学校学报,2002,18(5)： 89-93.
[26]沈崴,张睿,高俊山.学习型组织理论模型的比较研究[J].现代管理科学,2004,(3)：22-25.
[27]Denison Daniel R., Hart Stuart L., Kahn Joel A. From chimneys to cross-functional teams:developing and validating a diagnostic model [J]. Academy of Management Journal,1996, Vol.39, No.4, p.1005-1023.
[28]黄伟,姚红芳.班组文化建设的作用与实践[J].民航政工,2010(4)：16-18.
[29]杨春屹.浅析班组文化建设[J].科技促进发展,2010,(6)：308.
[30]毛新国.企业文化要落到班组文化建设中去[J].企业与文化,2010,(3)：73-75.
[31]赵海晶.建设务实管用的班组文化切实提高执行能力[J].管理观察,2010,(1)：142-143.
[32]陈蕾.班组文化建设的五点认识[J].现代班组,2010,(4)：32-33.
[33]潘石麟.创建班组文化的几点思考[J].上海百货,2009,(4)：33-34.
[34]袁聚录.论中国民主文化的理性化[J].学术论坛,2009,32(1)：86-92.
[35]江广营,王荻.创建卓越班组的7种武器[M].北京大学出版社,2009.
[36]成立平.实用班组建设与管理：班组长必读[M].机械工业出版社,2009.
[37]涂高发,王春华.优秀班组长管理工具箱[M].中国时代经济出版社,2008.
[38]Barry Silverstein. Best Practices:Evaluating Performance:How to Appraise, Promote, and Fire. Harper Collins Publishers,2007.
[39]Jon R. Katzenbach, Douglas K. Smith. The Wisdom of Teams:Creating the High-Performance Organization. Harper Business,1994.
[40]何叶茂.软实力产生硬效果[J].通信企业管理,2008,(3)：50.
[41]Ralph G. Nichols. HBR:On effective communication. Harvard Business School Press, 1999.
[42]Bill Hendrickson. You can survive the corporate culture. Publish America,2004.
[43]陈广源.班组文化特点及建设[J].企业文明,2007,(12)：35.
[44]James M. Kouzes, Barry Z. Posner. The leadership challenge. Jossey Bass,2007.
[45]Ram Charan, Steve Drotter & Jim Noel. The Leadership pipeline:How to Build the Leadership-powered ComPany. Jossey Bass,2000.
[46]张曾乾,王义宏.现代企业班组管理[M].上海交通大学出版社,2006.
[47]吕筱莲.浅谈如何提高班组建设管理水平[J].广西电业,2008,(4)：7.
[48]Donald W. Hay. Maximizing the Impact of Recognition:An Approach to Rewarding Employee Contributions. Worldatwork,1998.
[49]王瑞样.现代企业班组建设与管理[M].科学出版社,2007.
[50]文平.班组建设要在实效上下真功夫[J].人力资源管理,2009,(7)：22.
[51]Derek Salman Pugh. Organization Theory. Penguin Business,1997.
[52]Gregory Monahan. Enterprise Risk Management:A Methodology for Achieving Strategic Objectives. Wiley and SAS Business Series,2008.
[53]王缨.爱立信的百年活力.中外管理,2006,(6)：25-28.
[54]Lyman W. Porter, Harold L. Angle, Robert W. Allen. Organizational influence processes [M]. M. E. Sharpe Inc,2003.
[55]Stogdill, Ralph M. Personal factors associated with leadership; a survey of the literature [J]. Journal of Psychology:Interdisciplinary and Applied, Vol 25,1948, 35-71.
[56]Chi-Sum Wong and Kenneth S. Law. The effects of leader and follower emotional intelligence on performance and attitude:An exploratory study [J]. The Leadership Quarterly, Vol.13, Issue 3,243-274.
[57]Mohrman Susan Albers, Cohen Susan G., Motrman Jr Allan M. Designing Team-based Organizations:New Forms for Knowledge Work [M]. Jossey-Bass Inc Pub,1995.
[2]况平.优秀班组长怎样抓现场[M].北京：中国时代经济出版社,2008.
[3]宋维同.制造业：班组长训练课程[M].北京：中国经济出版社,2004.
[4]张亚琦.基层班组长手册：基层班组长培训必备实务全书[M].北京：中国商业出版社,2005.
[5]王树林.班组管理实战：基层管理者培训自修宝典[M].北京：化学工业出版社,2009.
[6]王其新.电信企业生产运作管理[M].北京：人民邮电出版社,2001.
[7]李跃.集中管理：网络时代的电信企业管理创新[M].北京：人民邮电出版社,2008.
[8]张华.中国移动吉林公司通化市分公司班组文化建设研究[D].长春：吉林大学,2009.
[9]吴隆长.如何提升A公司基层班组的管理效能研究[D].成都：电子科技大学,2009.
[10]刘强.山东移动客服—中心话务班组建设提升措施研究[D].成都：西南交通大学,2009.
[11]江凯生.中国移动广东分公司活力管理研究[D].武汉：华中理工大学,2009.
[12]于丹.A公司班组建设中的班组长能力提升研究[D].北京：北京邮电大学出版社,2009.
[13]Thomas J. Peters, Robert H. Waterman. In Search of Excellence:Lessons from America's Best-Run Companies [M]. New York:Grand Central Pub.,1988.
[14]冯婕,周艳玲,祝杨军.麦肯锡7S管理模型与领导艺术的提升[J].化工管理,2005,(5)：16-19.
[15]周勇,李勇.中小企业诚信经营的内部管理机制探究——基于麦肯锡7S模型的分析[J].武汉科技大学学报(社会科学版),2007,9(1)：29-33
[16]博瑞森.卓有成效的目标管理[M].北京：中国商业出版社,2006.
[17]陈颖.论目标管理理论的发展过程[J].经济论坛,2008,(13)：71-74.
[18]陈福娣.德鲁克目标管理理论初探[J].商场现代化,2008,(2).
[19]杨宇.德鲁克目标管理理论评述[J].中国高新技术企业,2010,(2)：88-89.
[20]斯蒂芬·P·罗宾斯.管理学(第七版)[M].北京：中国人民大学出版社,2004.
[21]闰泽涛,计雷.关于对企业活力产生的结构性基础因素分析[J].中国管理科学,2004,(6)：
[22]刘树人,张久达,张晓文.中国企业活力定量评价[M].北京：中国国际广播出版社,1995.
[23]李维安等.现代企业活力理论与评价[M].南开：南开大学出版社,2002.
[24]刘冀生.企业经营战略[M].北京：清华大学出版社,1995.
[25]刘铁明.学习型组织的四大模型评析[J].湖南财经高等专科学校学报,2002,18(5)： 89-93.
[26]沈崴,张睿,高俊山.学习型组织理论模型的比较研究[J].现代管理科学,2004,(3)：22-25.
[27]Denison Daniel R., Hart Stuart L., Kahn Joel A. From chimneys to cross-functional teams:developing and validating a diagnostic model [J]. Academy of Management Journal,1996, Vol.39, No.4, p.1005-1023.
[28]黄伟,姚红芳.班组文化建设的作用与实践[J].民航政工,2010(4)：16-18.
[29]杨春屹.浅析班组文化建设[J].科技促进发展,2010,(6)：308.
[30]毛新国.企业文化要落到班组文化建设中去[J].企业与文化,2010,(3)：73-75.
[31]赵海晶.建设务实管用的班组文化切实提高执行能力[J].管理观察,2010,(1)：142-143.
[32]陈蕾.班组文化建设的五点认识[J].现代班组,2010,(4)：32-33.
[33]潘石麟.创建班组文化的几点思考[J].上海百货,2009,(4)：33-34.
[34]袁聚录.论中国民主文化的理性化[J].学术论坛,2009,32(1)：86-92.
[35]江广营,王荻.创建卓越班组的7种武器[M].北京大学出版社,2009.
[36]成立平.实用班组建设与管理：班组长必读[M].机械工业出版社,2009.
[37]涂高发,王春华.优秀班组长管理工具箱[M].中国时代经济出版社,2008.
[38]Barry Silverstein. Best Practices:Evaluating Performance:How to Appraise, Promote, and Fire. Harper Collins Publishers,2007.
[39]Jon R. Katzenbach, Douglas K. Smith. The Wisdom of Teams:Creating the High-Performance Organization. Harper Business,1994.
[40]何叶茂.软实力产生硬效果[J].通信企业管理,2008,(3)：50.
[41]Ralph G. Nichols. HBR:On effective communication. Harvard Business School Press, 1999.
[42]Bill Hendrickson. You can survive the corporate culture. Publish America,2004.
[43]陈广源.班组文化特点及建设[J].企业文明,2007,(12)：35.
[44]James M. Kouzes, Barry Z. Posner. The leadership challenge. Jossey Bass,2007.
[45]Ram Charan, Steve Drotter & Jim Noel. The Leadership pipeline:How to Build the Leadership-powered ComPany. Jossey Bass,2000.
[46]张曾乾,王义宏.现代企业班组管理[M].上海交通大学出版社,2006.
[47]吕筱莲.浅谈如何提高班组建设管理水平[J].广西电业,2008,(4)：7.
[48]Donald W. Hay. Maximizing the Impact of Recognition:An Approach to Rewarding Employee Contributions. Worldatwork,1998.
[49]王瑞样.现代企业班组建设与管理[M].科学出版社,2007.
[50]文平.班组建设要在实效上下真功夫[J].人力资源管理,2009,(7)：22.
[51]Derek Salman Pugh. Organization Theory. Penguin Business,1997.
[52]Gregory Monahan. Enterprise Risk Management:A Methodology for Achieving Strategic Objectives. Wiley and SAS Business Series,2008.
[53]王缨.爱立信的百年活力.中外管理,2006,(6)：25-28.
[54]Lyman W. Porter, Harold L. Angle, Robert W. Allen. Organizational influence processes [M]. M. E. Sharpe Inc,2003.
[55]Stogdill, Ralph M. Personal factors associated with leadership; a survey of the literature [J]. Journal of Psychology:Interdisciplinary and Applied, Vol 25,1948, 35-71.
[56]Chi-Sum Wong and Kenneth S. Law. The effects of leader and follower emotional intelligence on performance and attitude:An exploratory study [J]. The Leadership Quarterly, Vol.13, Issue 3,243-274.
[57]Mohrman Susan Albers, Cohen Susan G., Motrman Jr Allan M. Designing Team-based Organizations:New Forms for Knowledge Work [M]. Jossey-Bass Inc Pub,1995.