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Jingdong book

人在一起叫团伙 心在一起叫团队

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★《人在一起叫团伙,心在一起叫团队》是给企业领导或管理者提出一些关于团队行动的建议和实践的指南。

★少人高效法则。从优秀到卓越,重新定义团队,抓执行带队伍懂激励的优质读本。

★好团队不靠人多而是心齐。不怕神一样的对手,就是猪一样的队友。微信公众号职场管理类热谈话题,单篇阅读量10W+。

★纪律松散、貌合神离、勾心斗角、互相拆台、阳奉阴违,这不是团队。一起经历过风雨洗礼、跌宕起伏、浴血奋斗、荣辱与共、艰难困境,依然迎难而上,这才叫团队!

★一本书解决团队建设问题。如果你拥有这样的团队将无所不能:

★一个字:干。

★二个字:主动。

★三个字:让我来。

★四个字:积极思考。

★五个字:责任是我的。

★六个字:有谁需要帮助。

★七个字:目标一定会实现。

★八个字:一切的工作为了爱。

★九个字:我要成为多给予的人。

★十个字:只有结果才能证明实力。

……


Content Description

《人在一起叫团伙,心在一起叫团队》主要是给企业领导或管理者提出一些关于团队行动的建议和实践的指南。内容包括:团队的一把手该做什么,不该做什么,如何从基本素质开始扮演好自己的角色?为什么价值观不一样的人,能力再强也不能久留?如何培育和陈述团队的价值观,并获得团队成员的认同?如何选人、任命和选拔?如何实现有效的团队沟通?如何实施团队激励?如何实施绩效考评和薪酬体系设计?如何形成管理制度和管理规范,如何实现制度的执行力?高绩效团队有哪些特征、思维模式和行为习惯?等等。本书的主要目的,就是解决普遍存在于各种组织中的“团队之惑”,内容通俗易懂,适合中高层管理者学习参考、使用借鉴。

Author Description

罗伟,男,湖北武汉人,1972年7月出生,解放军理工大学毕业,先后两次荣立三等功。多年来,作者致力于人才培养模式和院校教育的研究,长期持续为部队提供组织管理、团队建设、人才培养提供教育咨询等服务。并力倡将部队的管理经验,应用于企业管理之中,打造很有战斗力的团队领军之道。

Catalogue

part 1 价值观与执行力

高效能团队的七个特征

团队的力量最强大

集体奋斗是团队精神的内核

小成靠个人,大成靠团队

硅谷老板为何先解雇中国人

part 2 团队好不好,首先要看一把手

火车跑得快,全靠车头带

十战七胜,就是一个好的CEO

一把手要做串起珍珠的那条线

一把手的价值观决定团队的价值观

团队一把手的7项基本素质

part 3 价值观不同的人,能力再强也不留

不懂工作意义的人,视工作为劳役

绝不允许破坏团队的“野狗”存在

用共同愿景培育团队价值观

千万别为钱工作,要为价值观工作

用价值观增进员工的认同感

用行为规范强化价值观

part 4 找对人做对事,先战友后同事

要找最适合的人,不要找最好的人

人放错了位置,就是垃圾

拿着学历入门,靠着能力晋升

搬开同事的绊脚石,就是为自己垫了铺路石

落后者紧抓机会,优秀者自造机会

part 5 用制度管人,靠流程执行

领导的执行力不等于团队的执行力

制度能让人变鬼,也能让鬼变成人

不合理的管理制度要改革

没有制度和流程,就没有执行力

执行流程不畅的原因

优化执行流程

part 6 高效团队的沟通艺术

沟通是团队合作成功的关键

实现有效沟通的方法

倾听是沟通的桥梁

请对我直说

要重视员工会议

不向员工隐瞒坏消息

汇报工作,及时有效

part 7 高效团队的业绩评价方法

运用“同一立场”的思维方式

与员工面对面地进行业绩评估

立即动手改进你的评估体系

全视角绩效评价——多几只眼睛看人

对低绩效的员工心不能太软

年度工作评估的效果是有限的

part 8 高效团队的薪酬设计方法

华为怎样给团队设计薪酬?

对内具有公平性,对外具有竞争性

适当确定固定报酬和浮动报酬的比例

虚拟股票计划

“金色降落伞”条款

福利计划的实施技巧

股票期权制度

技术人员的“负债工作法”

part 9 高效团队的激励方法

尊重激励法

情感激励法

赞美激励法

参与激励法

榜样激励法

竞争激励法

晋升激励法

危机激励法

惩罚激励法

目标激励法

荣誉激励法

part 10 高效能团队的7个思维模式

凡事全力以赴,做自动自发的人

不找借口找方法,方法总比困难多

不是完成任务,而是做出成果

信任伙伴,因为怀疑是最大的内耗

以团队为荣,体验工作的成就感

这是我的责任!责任胜于能力

工作无小事!细节决定成败

Book Abstract

新东方创始人俞敏洪认为自己创业的成功,得益于自己做了一条把珍珠串起来的线,就是把那帮比他有出息的海外朋友请了回来。他说:“新东方每个人都是一颗珍珠,但是在串成项链以后,价值会倍增。现在我愿意变成这么一根线,实际上我也正在做这个工作。线必须坚固耐磨,不管被什么磨砺都不能断,也就是说我的忍耐力和承受力、宽容度必须是极大的,只要这根线不断,新东方珍珠项链还会更长。所以我觉得我只要做好这根线就行了。”

俞敏洪串起的第一颗“珍珠”是徐小平。1995年年底,积累了一小笔财富的俞敏洪飞到美国,这里曾是他魂牵梦绕的地方,当年就是为了攒留学的费用,他丢掉了在北大的教师职位。在加拿大,曾经同为北大教师的徐小平听了俞敏洪的创业经历后怦然心动,毅然决定回国和俞敏洪一起创业。

俞敏洪串起的第二颗“珍珠”是王强。在美国,看到那么多中国留学生碰到俞敏洪都会叫一声“俞老师”,已在美国贝尔实验室工作的同学王强也深受刺激。1996年,王强终于下定决心回国。

这两颗“珍珠”,在新东方的快速发展中闪耀出耀眼的光芒,与俞敏洪组成了一个坚固的铁三角,被外界称为新东方的“三驾马车”。

俞敏洪串起的“珍珠”还有被朋友们怀疑不食人间烟火的哲学家包凡一,他在现实压迫下,读完传播学硕士之后,再熬出一个MBA,居然成了美国通用汽车公司的会计师,但在俞敏洪的邀请下,也毅然加入了新东方的创业团队。

随着新东方的进一步发展,俞敏洪这根“线”串起了更多的“珍珠”:钱永强,美国耶鲁大学商学院MBA,新东方著名教学专家,作为投资人,他投资了交友网站世纪佳缘;周成刚,澳大利亚麦考瑞大学传播学硕士,之前担任过BBC亚太部记者和节目主持人;杜子华,中国英语考试培训界的领军人物;胡敏当时已经是国际关系学院英语系硕士生导师……他们中的每一个人,单独拉出来都是一块响当当的名牌。

关于珍珠和线的比喻,最早是柳传志在2001年“联想清华校园世纪寻才活动”上提出来的,他深情地说:“对于人才,我有一个看法,对于一般的企业来说,更需要的是管理人才。为什么这样讲?因为好的科技人才和专业人才,就像珍珠,没有线,这些珍珠成不了项链,好的科技人才我可以通过高薪把他挖过来,但挖过来之后,没有好的管理人才,他们还是起不到该起的作用。起决定作用的还是线,因此管理人才是极其重要的……有的人不是珍珠,不能像珍珠一样闪闪发光,但他是一条线,能把那些珍珠串起来,做出一条光彩夺目的项链来。”

在柳传志的倡导下,联想提出了自己的人才管理理论:项链理论。也就是说,人才竞争不在于把最大最好的珠子买回来,而是要先理好自己的一条线,形成完善的管理机制,这样才能把一颗颗珍珠串起来,串成一条精美的项链。如果没有这条线,珠子再大再多还是一盘散沙。没有好的管理形成强有力的企业凝聚力,仅仅依赖高薪也难留住人才。

柳传志眼中的“珍珠”必须具备几个条件:有强烈的责任心,有吃苦耐劳的创业精神,善于学习和总结。总之,就是具有上进心、事业心和责任心的学习型员工。为了串起这样的“珍珠”,联想在选人上可谓煞费苦心。

第一,严格的面试手段。联想从国外引进了一套针对个人的心理测评工具,这套工具能对人的十几个倾向做出判断,通常做完这样一套测试要花上两个半小时的时间。联想会根据业务部门的特点,从岗位特点出发对员工测试结果进行分析,比如对于一个研发人员岗位,在选择人员时就可以忽略财务方面的问题。

第二,试用期的考验。新员工在报到的当天,就要接受为时两个小时的“入厂教育”,内容包括公司规章制度,甚至具体到怎样打电话等。在试用期即将结束前,新员工还要接受为期一周的封闭培训,了解公司的文化、理念、产品、历史、发展方向等。如果是进入业务部门工作,还要再进行培训。联想还实行新员工指导人制度,即每位新员工都将被安排一位指导老师,这位指导老师可能是资格老的同事或是部门经理。在三个月的试用期结束时,指导人不仅要对自己指导的新人做出评价,而且新人也要对指导人的指导做出评价。

第三,员工分类管理。联想把员工分成4类,一类是既认可联想价值观又出业绩的员工,这当然是最好的,联想会给他足够的舞台;第二类是能力非常强,能不断出业绩,但未必认可企业文化的员工,对这类人联想在人才管理和开发方面会考虑不同的策略;第三类是很认可联想价值观但做不出业绩的员工,这类人是联想要着力加强培养培训的群体;第四类是既不认同联想价值观又不出业绩的员工,这类人当然会被辞退。

在柳传志看来,过去的人才管理把人视作蜡烛,不停地燃烧直至告别社会舞台。而现在的管理把人才当作资源,人好比蓄电池——可以不断地充电、放电;现在的管理则强调人和岗位适配,强调人才的二次开发。也就是说,现代企业对人才的管理不仅是要让他为企业创造财富,也要让他寻找到最适合的岗位,最大限度地发挥自身潜能,体现出他的个人价值,实现他的个人理想。

对于一串珍珠项链来说,珍珠固然璀璨夺目,但是如果没有那条线,终究只能是“大珠小珠落玉盘”。作为一个企业,整体形象永远是高于一切的,再璀璨的“珍珠”也只是独立的个体,只有一条完美的“项链”,才能代表一个企业真正的实力。

柳传志将做一个优秀一把手的关键归结为4点:

第一,一把手要明白自己企业里的事是什么事。

第二,一把手要明白什么样的人能做什么样的事,他应该出现在什么位置上,他具有什么样的特点。

第三,一把手要明白手里边的人是个什么状况,他们和你想要的状况肯定不一样,你必须得明白公司内的关键人员的特性。

第四,一把手要明白用什么样的方法来使用自己手里的人,或者去发现更好的人才。

把这几点做好了,一把手这条线也就能将整个企业串成一条漂亮的珍珠项链,一把手自然也就当好了。

……

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欣叶 御大福 芋头麻薯 180g

周销量 600+

$1.66 $1.99 83折
Yami
欣葉
2种选择
欣叶 御大福 芋头麻薯 180g

周销量 600+

$1.66 $1.99 83折
Yami
欣葉
2种选择
欣叶 御大福 芋头麻薯 180g

周销量 600+

$1.66 $1.99 83折
Yami
欣葉
2种选择
欣叶 御大福 芋头麻薯 180g

周销量 600+

$1.66 $1.99 83折

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