The preface of this book.

The first chapter is the construction of learning team.

What is a real learning team?

First, break through the dilemma of "frogs in warm water"

Second, employees have the kinetic energy of self-transcendence.

Third, improve the mental model of employees.

Fourth, establish a * * * vision.

Fifth, cultivate systematic thinking ability.

Six, the achievement of a great team

What and how do learning teams learn in the second quarter?

First, worship practice as a teacher and learn from it.

Second, what is the most effective learning method?

Section 3 Role Orientation of Team Leaders in Learning Team

First, the triple role of team leader.

Second, the leadership style of team leaders-leadership is the coach.

Third, the working style of team leaders-management is training.

The fourth quarter learning team operation example

One case a day-everything is a case.

Second, a topic every day-learn to live.

Third, ask questions every day-learn from them.

Fourth, daily reflection-thinking training

Five, a benchmark every day-learning from new highs

Six, an innovation every day-beyond learning

Seven, everyone has a specialty-shaping skilled employees.

Eight, everyone has a unique skill-shaping gold medal employees.

Nine, everyone has competition-to cultivate the competitiveness of employees.

Ten, everyone is a coach-take colleagues as teachers.

Chapter II Cultural Team Building

Section 1 Team culture, employees create culture

First, cultural management is the most fundamental management.

Second, corporate culture is rooted in the team.

Third, the characteristics of cultural teams and groups.

Section 2 Two Systems of Team Culture Construction

First, team culture-vision, goal, purpose, slogan

Second, the subculture of the team-ways and means to realize the mainstream culture of the team.

Section 3 How to "change" the "culture" of teams and groups

First, the pastor's educational methods.

Second, management shapes culture.

Third, the case teaching method.

Fourth, benchmarking method.

The fourth quarter team core culture construction example

First, remould the team concept.

Second, the humanistic management model reengineering

Third, the team rules and regulations construction

Fourthly, the construction of team culture platform.

Verb (abbreviation for verb) is an activity to create momentum and expand influence.

Chapter III Self-management Team Construction

Section 1 Characteristics of Excellent Team-Employee Self-management

First, why do you want to establish a self-management team?

Second, the characteristics of self-management team

In the second season, everyone plays the leading role and participates in all aspects.

First, the two characteristics of autonomous teams and groups

Second, the steps to establish an independent team

Section 3 People are the Core of Self-management Team Operation

First, people-oriented incentive mechanism-activating potential. spontaneous

Second, the institutional agreement mechanism-changing the managed to the manager.

Third, the rotation mechanism-everyone manages the team.

Fourth, commitment mechanism-changing external drive into internal drive.

Fifth, the transparent mechanism-always remind everyone to supervise.

The fourth quarter self-management team building example

First, make full use of people-oriented incentive mechanism.

Second, form a class Committee and manage all the staff.

Third, the team culture system. Complete creation

Four, one case a day. Class members grow * * *

Verb (abbreviation of verb) summarizes the specification and forms a manual.

Chapter IV Innovation Team Building

Section 1: All employees innovate and achieve Excellence

First, not innovating is being eliminated.

Second, the characteristics of innovative teams and groups

Third, how to become a qualified innovation team member.

Section 2: Reshape the innovative idea and open the door to innovation.

First of all, everything can be innovative.

Second, everyone innovates.

Section 3 Cultivation of Innovative Thinking Ability

First, break through the mindset.

Second, the reverse thinking method

Third, associative thinking method

Four, Osborne checklist method

The fourth quarter team innovation management mechanism construction

First, the daily innovation mechanism-the normalization of innovation

First, innovative proposal mechanism-innovative export platform.

Third, innovation incentive mechanism-innovation vitality platform

Section 5 Examples of Innovative Team Building

Chapter V People-oriented Performance Team Building

What is a humanistic performance-oriented team in the second quarter

First, the necessity of people-oriented performance-oriented team building

Second, people-oriented performance-oriented team characteristics

Section 2: People-oriented Performance-oriented Team Management Model

First, management philosophy.

Second, management thought.

Third, management methods.

Section III Whole Process Management of Team Performance

First, the formulation and communication of performance goals

Second, performance coaching.

Third, performance appraisal.

Fourth, performance feedback.

The fourth quarter to build a high-performance team website

First of all, eliminate the top ten waste phenomena on site.

Second, save costs by careful calculation.

Third, fully tap the potential of employees and promote all staff to reduce costs and increase efficiency.

Chapter VI Fine Team Building

Section 1 Team Fine Management

First, what is refined management?

Second, is it necessary to implement refined management?

Third, the characteristics of the "three easy" refined team

In the second quarter, refined team management should be "three-oriented"

First, staff management: full participation, full thinking and full responsibility.

Second, all-round management: horizontal to the edge, vertical to the end, no dead ends.

Third, the whole process control: continuous improvement of PDCA

Section III Specific Requirements for the Construction of Fine Management Platform

First, the goal is clear-everyone knows it.

Second, clear responsibility-responsibility to people.

Third, the system is hard-everything has rules.

Fourth, the standard is fine-everything can be operated.

Five, the government decrees are smooth-the implementation is not discounted.

The fourth quarter boutique team building example

First, full participation to form a positive atmosphere.

Second, case education to create a good culture

Third, implement S management and create a refined scene.

Fourth, check the lack of traps and improve the overall staff.

Fifth, improve the team system. Determine the standards of fine chemical industry.

Sixth, build a transparent and refined management platform.

Chapter seven: the construction of the fifth classroom team model

Section 1 A five-level team is an advanced form of team building.

First, what is the fifth-level team?

Second, the core characteristics of the fifth level team

How to build a five-level team in the second quarter

One, three basics: grass-roots organizations, basic management, grass-roots management personnel

Second, three aspects: all staff, all directions and the whole process.

Three, three integration: cultural management, fine management, knowledge management.

In the third quarter, the operation method of the fifth-level team

First, overall management-everyone is responsible for everything.

Second, visual management-everything is transparent and supervised by everyone.

Third, the construction of spiritual home-shaping a sense of honor and high morale.

Fourth, leye county Futian Construction-Everyone loves their jobs, and the cause comes from love.

Fifth, the construction of achievement stage-shaping the sense of achievement and cultivating the desire for achievement.

Six, the cradle of growth-learning team, career

Seven, sharing learning method-everything is a case, everyone is a coach.

Eight, develop a regular morning and evening admonition every day, and get used to promoting daily improvement.

Section IV Successful Examples of Team Building at the Fifth Level

First, team culture construction

Second, the independent management and construction of team members.

Third, the visual construction of the team.

Fourthly, the construction of team honor incentive mechanism.

Five, team morning meeting and party system construction

Six, the team "learning" mechanism construction

Seven, team information platform construction

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