【正文】 東北財(cái)經(jīng)大學(xué)自學(xué)考試本科畢業(yè)論文 銷售行業(yè)團(tuán)隊(duì)建設(shè)的問題與對策 作 者 李碩 專 業(yè) 人力資源本科 準(zhǔn)考證號 030112300015 指導(dǎo)教師 路橋 答辯日期 成 績 內(nèi) 容 提 要 團(tuán)隊(duì)建設(shè)是一種組織 創(chuàng)新。 所謂的團(tuán)隊(duì)建設(shè)就是指在一定組織通過協(xié)作和授權(quán)來培養(yǎng)“團(tuán)隊(duì)精神”，建立起自我管理小組，賦予去完成工作任務(wù)的權(quán)利，有意識地在組織中努力開發(fā)有效的工作小組活動。 隨著現(xiàn)代經(jīng)濟(jì)的發(fā)展，團(tuán)隊(duì)建設(shè)在企業(yè)管理中將發(fā)揮越來越大的作用，它有助于企業(yè)更好地發(fā)掘員工的潛力，為建設(shè)高績效的企業(yè)做出巨大貢獻(xiàn)。團(tuán)隊(duì)，又叫工作團(tuán)隊(duì)，是近年來西方組織中廣泛采用的一種管理形式，史蒂芬羅賓斯認(rèn)為：團(tuán)隊(duì)是為了實(shí)現(xiàn)某一目標(biāo)而相互協(xié)作的個(gè)體所組成的正式群體。顯然，團(tuán)隊(duì)強(qiáng)調(diào)的是集體績效，內(nèi)部成員作為團(tuán)隊(duì)的構(gòu)成分子，都擁有共同的績效目標(biāo)，彼此之 間緊密協(xié)作和相互負(fù)責(zé)，并且往往責(zé)任共擔(dān)、技能互補(bǔ)、成果共享。 近年來，團(tuán)隊(duì)建設(shè)問題日益受到組織的關(guān)注。團(tuán)隊(duì)已成為當(dāng)今時(shí)代普遍的工作方式，為了滿足未來發(fā)展的要求，眾多企業(yè)致力于締造一支優(yōu)秀的團(tuán)隊(duì)，凝聚眾人之力，推動企業(yè)從一個(gè)勝利走向另一個(gè)更大的勝利。本文論述了什么是團(tuán)隊(duì)，團(tuán)隊(duì)建設(shè)的重要性，銷售行業(yè)團(tuán)隊(duì)建設(shè)出現(xiàn)的問題和解決這些問題的對策，以及怎樣創(chuàng)建一個(gè)高績效的團(tuán)隊(duì)。 本文按照文章內(nèi)容分為六部分。 第一部分， 團(tuán)隊(duì)的概述。 第二部分， 銷售行業(yè)團(tuán)隊(duì)建設(shè)現(xiàn)存的問題。 第三部分， 造成銷售隊(duì)伍問題的原因。 第四部分， 怎 樣解決銷售行業(yè)團(tuán)隊(duì)建設(shè)中出現(xiàn)的問題。 第五部分， 案例分析。 第六部分， 小結(jié)。 關(guān)鍵詞 :團(tuán)隊(duì)建設(shè) 銷售行業(yè) 問題 對策 ABSTRACT Team construction is a kind of anization socalled team construction refers to the cultivation of “team spirit”in a certain anization through collaboration and authorization,establish self management team,give to get the job done right,consciously in the anization to develop effective working group the development of modern economy,team building,play a more and more important role in the enterprise management,it helps enterprises to better explore the potential of employees,make a great contribution to the construction of high performance of team,also called the work team,is a form of management is widely used in recent years in the West in the anization,Stephen Robbins believes the tam are:in order to achieve a goal of mutual cooperation and individual of the position of the formal ,the team emphasizes is the collective performance,internal members as the molecular position of the team,have a mon performance goals,close collaboration between each other and mutual responsibility,and often shared responsibility,plementary skills,sharing of results. In recent years,team construction problem is being more and more attention by has bee a mon way of working in today’s word,in order to meet the requirements of future development,many enterprises is mitted to create a good team,condense all strength,promote enterprise from one victory to a greater victory .This paper discusses the importance of team construction, sales industry team construction problems and Countermeasures to solve these problems,so as to create a higher performance team. In this paper,according to the content of the article is divided in to six parts. The first part,an overview of the team. The second part,sales team building the existing problems. The third part,the cause of the problem of the sales team. The fourth part,how to solves the emergence of problems in the team building sales industry. The fifth part,case analysis. The sixth part,summary. Keywords: Team construction 。Sales industry 。Problems 。Countermeasures 目錄 一、團(tuán)隊(duì)的概述 .................................................................. 1 ㈠什么是團(tuán)隊(duì) ................................................................. 1 ㈡什么是團(tuán)隊(duì)建設(shè) ............................................................. 1 ㈢團(tuán)隊(duì)建設(shè)的重要性 ........................................................... 1 二、銷售行業(yè)團(tuán)隊(duì)建設(shè)現(xiàn)存的問題 .................................................. 2 ㈠薪酬設(shè)計(jì)不合理 ............................................................. 2 ㈡銷售人員懶散疲憊 ........................................................... 3 ㈢銷售人員對企業(yè)缺乏忠誠度 ................................................... 3 ㈣銷售動作混亂，無章可循 ..................................................... 3 ㈤總體表現(xiàn)： 業(yè)績波折，團(tuán)隊(duì)效率低 ............................................. 3 ㈥在部門管理流程制定方面不夠合理 ............................................. 4 ㈦在銷售部門組織機(jī)構(gòu)方面設(shè)置不合理 ........................................... 4 三、造成銷售隊(duì)伍問題的原因 ...................................................... 4 ㈠銷售管理系統(tǒng)的結(jié)構(gòu)設(shè)置 ..................................................... 4 ㈡過程控制不佳 .................................................