团队精神演讲稿_老板激励员工的演讲稿

2019-08-13 20:44 
衡水金卷2021答案 衡水金卷2021答案

团队精神演讲稿

业务团队精神演讲稿急用

  • 问题补充:
  • 作为一个职业经理人,不论多么聪明和富于创新,远没有一个团结锐意进取的团队有活力和发展空间,而团队的一个胜任的领导者必须适应一个生机勃勃的团队,而不是用行政手段压制它。其次,多数员工的毛病不是不
  • 关于团队精神的英文演讲稿

  • 问题补充:
  • Ageneraldictionarydefinesteamworkasa"Cooperativeorcoordinatedeffortonthepartofagroupofpersonsactingtogetherasateamorintheinterestsofacommoncause,unisonforahighercause,peopleworkingtogetherforaselflesspurpose,andsoon."Appliedtoworkplacesteamworkisamethodthatalignsemployeemindsetsinacooperativeandusuallyselflessmanner,towardsaspecificbusinesspurpose.Todaythereisnobusinessororganizationthatdoesnottalkabouttheneedandvalueofteamworkintheworkplace.Whiletheconceptofteamworkanditsbenefitsarewellknownandtalkedabout,itisveryraretoseeitbeingpracticedtrulyinreality.Andyoumayhaveoftennoticedwhatappearsoutwardlyasteamworkisnotreallyteamworkinternally.Somethingscannotbeaccomplishedbypeopleworkingindividually.Larger,moreambitiousgoalsusuallyrequirethatpeopleworktogetherwithotherpeople.Becauseofthis,teamworkisadesiredgoalofmanybusinessesandorganizationstoday.Projectsoftenrequirethatpeopleworktogetherinordertoaccomplishacommongoal.Althoughcriticsoftenarguethatinthecorporateworldteamworkhasbecomeanemptybuzzword,oraformofcorporate-speak.Effectivecollaborativeskills(knowledge)arenecessarytoworkwellinateamenvironment.Asbusinessesandorganizationsbecomelargerormoresophisticated.Manyemployersattempttoenhancetheiremployees'collaborativeeffortsthroughtraining,cross-training,andworkshopsinordertohelppeopleeffectivelyworktogetherinacohesivegroupandaccomplishsharedgoals.Humanbeingsarefiercelyindependentanimalsandwewillalwayshaveourownopinionsandindependentmethodsofdoingsomething.Thisisthewayourmindsarehardwiredbynature.Exceptforaverysmallpercentageofus,sharingandcollaborationwithothersisnotexactlyprogrammedinsideeachandeveryoneofus.Thisisbecauseeachpersonismainlyconcernedabouthisorherrewards,appreciation,needforpoweroverothers,andsoon.Butteamworkisadifferentballgamethatalignsmindsetsinacooperative,andusuallyselflessmannertowardsaspecificbusinesspurpose.Anditinvolvessacrifices,sharingofrewards,sharingtheblameandpunishments,trueuniformity,suppressionofpersonalopinions,etc.,whichisnotverypalatabletomany.Itisalways,"Whatisinitforme"ratherthan"Whatisinitforus.Inorderforteamworktosucceedonemustbeateamplayer.ATeamplayerisonewhosubordinatespersonalaspirationsandworksinacoordinatedeffortwithothermembersofagroup,orteam,instrivingforacommongoal.Businessesandotherorganizationsoftengototheeffortofcoordinatingteambuildingeventsinanattempttogetpeopletoworkasateamratherthanasindividuals.A2003nationalrepresentativesurvey,HOW-FAIR[1],revealedthatAmericansthinkthat'beingateamplayer'wasthemostimportantfactoringettingaheadintheworkplace.Thiswasrankedhigherthanseveralfactors,including'meritandperformance','leadershipskills','intelligence','makingmoneyfortheorganization'and'longhours'.“Theoldstructuresarebeingreformed.Asorganizationsseektobecomemoreflexibleinthefaceofrapidenvironmentalchangeandmoreresponsivetotheneedsofcustomers,theyareexperimentingwithnew,team-basedstructures”(Jackson&Ruderman,1996).
  • 谁有主题是“团队精神”的英语演讲稿?

  • 问题补充:谁有主题是“团队精神”的英语演讲稿?
  • 波音公司的CEOHarryC.Stonecipher的一篇讲话,主题是信任的力量,他谈到"speed...execution...reliability...affordability...integrity...andteamwork."讲稿写得很好.供你们参考.ThePowerofTrust"2004GlobalSupplierConferenceWashington,D.C.September17,2004Goodmorning.ABoeingsupplierconferenceis,amongotherthings,agreatmeltingpotevent,withpeoplefromacrossthecountryandaroundtheworld.Greetingstoallofyouandthanksforcoming.NowI'mgoingtoseeifIcanstirupthepotalittlebit.Overthepasttwodays,youhaveheardmorethanafewwordsoverandoveragainoverthepasttwodays.Theyinclude:speed...execution...reliability...affordability...integrity...andteamwork.Eachofthosewordsrepresentsahugelyimportantconcept.Theyarealldifferent.Butthereisonewordthattiesthemalltogether.Withit,youcanincreasespeed,reducecost,countonthereliabilityandintegrityofotherparties,andworktogetherasateaminachievingflawlessexecution.Withoutit,yourorganizationorenterprisewillalwaysbeworkingatcross-purposes.Themagicwordis'trust.'Asasubstitutefortryingtocontrolamyriadofactionsthroughdetailedcontracts,constantoversight,andthethreatoflitigationordismissal,elevatingtheleveloftrustwithinanorganizationisthemostpowerfulmeansintheworldofraisingperformance.Nothing-andImeannothing-ismoreconduciveto"better,faster,cheaper"thanahighlevelofopennessandtrustbetweenpeopleindisparatejobsandlocationswhoareworkingtogethertowardacommonend.Sowhatis'trust'andhowdowecapturethisquietlightningandputittowork?TheauthorC.S.Lewisgottotheheartwhatmostofusmeanwhenwesaywereally'trust'somebodyorsomethingwhenhewrote:"Youneverknowhowmuchyoureallybelieveanythinguntilitstruthorfalsehoodbecomesamatteroflifeordeathtoyou.Itiseasytosayyoubelievearopetobestrongandsoundaslongasyouareusingittocordabox.Butsupposeyouhadtohangbythatropeoveraprecipice.Wouldn'tyouthenfirstdiscoverhowmuchyoureallytrustedit?Thesamewithpeople."Asthisquotesuggests,themostimportantcomponentoftrustisastrongbelief-ahanging-over-the-precipicebelief-inthecompleteintegrityofanotherpartyorthing,whetheritistheintegrityofpieceofropeortheintegrityofthestringofpromisesthatwemaketooneanother.Onacontinuingbasis,trustisimpossiblewithoutintegrity.Itcanonlyexistinthepresenceofhigheststandardsofconduct.Letmeciteashiningexampleofthepoweroftrustinvolvingoneofourprincipalcustomers.InleadingOperationIraqiFreedom,GeneralTommyFranksdefiedanoldmilitaryaxiomthatsaysthatanattackingforceshouldhavea3-to-1numericaladvantageoveranentrencheddefender.Heattackedwithasmallerforce.UnlikeOperationDesertStorm12yearsearlier,OperationIraqiFreedomdidnotbeginwithamassiveaerialbombardment.AnditdidnotstopattheEuphratesRiver.Withfewerthanhalfthetroopsandlessthanhalfthearmorandartillery,thetroopsunderGeneralFranks'commanddroveallthewaytoBaghdadandbeyondinjustthreeweeks.Inhisbook,"AmericanSoldier,"GeneralFranksacknowledgesthathislinesofsupply,stretchingmorethan300miles,werethinandvulnerable.Buthepointsoutthat"alarger,slower,methodicalattackmodel"-alongthelinesofOperationDesertStorm-wouldhaveleftSaddamHusseinwith"toomanystrategicoptions,"includingthetorchingofIraq'soilfield,thedestructionofthecountry'sinfrastructure,andtheabilitytotargetchemicalweaponsatlargeconcentrationsofcoalitionsoldiers.SoFrankstookacalculatedrisk.Heoptedforacampaignkeyedtospeedandmaneuver-drivingdeepbehindenemylinesonavarietyoffrontsandcreatingconfusionandpanicthroughoutitsranks.Whateverelseonemaysayaboutthisstrategy,itwasbasedonahighdegreeoftrust.Nocommanderwoulddispersehistroops-castingsowideanetwiththeideaofbeingabletoyankittightinafewkeyplaces-unlesshehadtheutmostconfidenceinthinkingthateverycombatunitwoulddoitsjobanddoitwellinsupportingthemission.Inbusinessasincombat,trustisthegreatenablerinmakingthemostofscarceresources.Manycompanies,forinstance,havesucceededinincreasingorspeedingproductionwhilegoingfromJust-in-CasetoJust-in-Timelevelsofinventory.Just-in-Caseisafunctionofalackoftrust;Just-in-Timeisafunctionoftrust.Just-in-Casesays"Idon'ttrustmyguystodowhattheysaytheyaregoingtodo";Just-in-Timesays,"IknowIcancountonmysuppliers."Asithappens,thenumberofmenandwomenwhoworkforBoeing,eitherdirectlyasemployeesorindirectlyaspartofsuppliercompaniesengagedincarryingoutworkforBoeing,isconsiderablylargerthantheforceunderGeneralFranks'command.Alltold,weareprobablyabout500,000-strong-aDesertStorm-sizedforce.Asbigasweare,tomovefastandtoexecutewithahighdegreeofprecision,we,too,musthavetotalconfidenceinthepromisesthatwemaketoeachother.That'sthefirstprerequisite.Ialsobelieveitisbothpossibleandnecessary-inthecompetitivearenathatweoccupy-tocombineahard-nosedsenseofattendingtothepracticalitiesofsurvival...withagenuineconcernforthehealthandwell-beingofpartnersandco-workers.Inanincreasinglyinterdependentworld,selfishnessisnotaviableoption;tobetooselfishis,ironically,todigyourowngrave.Boeingisabigcompany-thelargestaerospacecompanyintheworld,withmorethan155,000employeesand$50billioninannualrevenues-butourplaceinthegreatschemeofthingsisreallyquitemodest.Justabout70%ofthevalueaddedinmostoftheproductsthatbeartheBoeingnamewasputtherebysuppliers,notbyouremployees,andthatisupfromabout60%adecadeago.Toputthatanotherway,theBoeingCompanywillneverbeanybetterthanthenetworkofsuppliersthatfeedandsupportthecompanyfrom50statesandmorethan90countriesaroundtheworld.NottoolongafterIjoinedBoeingin1997(followingthemergerofMcDonnellDouglasintoBoeing),Idescribedthecompanyas"arrogant."JustasIexpected,thatshockedalotofpeopleinsideBoeing.ButIdidsowithapurposeinmind.First,Iwantedtodrawattentiontotheideathatweneededtodoabetterjoboflisteningtothecustomer-andlisteningtoothers(i.e.oursuppliersandpartners)inthebestpositiontohelpusdoabetterjob.It'samazinghowmuchyou'reabletolearnwhenyouaren'tdoingallofthetalking.Andsecond,Iwantedtoremindpeoplethatwewereinabusiness,andinabusiness-regardlessofwhatthenameonthebuildingmaybe-youdon'tassumethatanybodyowesyoualiving,andyoudon'tlookattheworldthroughrose-coloredglasses-seeingthingsnotastheyarebutasyouwishthemtobe.ButBoeinghaschanged.Aboveall,wearefocused-intenselyfocused-onexecution.Andthathashadprofoundeffectsonourrelationshipswithallofyouinthesuppliercommunity.Ontheonehand,wehavebecomeincreasinglydemandingandselective.Since1998,wehavereducedthetotalnumberofsuppliersinoursystembynolessthantwothirds.Ontheotherhand,weareplacingmoreandmorework...andmoreandmoreresponsibility...intothehandsofthesuppliersthatweseeasthebestofthebest.WehaveestablishedaSupplierManagementUniversity,andwearereachingoutinavarietyofotherways.Mostespecially,wearemovingawayfromcontractmanagementinastrictsensetomanagingrelationshipswithbusinesspartners.Whatdoesthatmean?Firstofall,itmeansmoresharingofinformationandideas-inbothdirections.Wearesharingmoreinformationwithyouthaneverbefore-onmarketforecasts,productionrates,inventorylevels,qualityissues,andothercriticaldata-andwearelookingformoreinformationinreturn,includingforward-lookingmetricsthathelpusspotpotentialproblemsinthemaking.Wedon'twantanyunpleasantandunnecessarysurprises-likethepartsshortagesandproductionproblemsthatplaguedthiscompanybackin1997and1998.Thatshouldn'thavehappenedthenanditwon'thappeninthefuture.Evenmoreimportantly,however,wewantthebenefitofyourideasandexpertisegoingforward.Wewantyoufullyengagedwithusinservingtheendcustomer-whetherthatisthemilitarycustomerandothersresponsibilityfornationalsecurity,ortheairlinesandthetravelingpublic.Andthatiscertainlysomethingthatishappeningintoday'sBoeing.Goingbackafewyearsago,whowouldhaveguessedthatBoeingwouldtrustanothercompany,orgroupofcompanies,todothedetaileddesignandbuildofthewingofabrand-newBoeingjetliner?ButthatisexactwhatwehavedonewiththeBoeing7E7Dreamliner.WehaveentrustedthecriticalworkofbuildingaBoeingwingforthe7E7toMHIofJapan.OrwhowouldhaveguessedthatoneofBoeing'sbiggestandmostimportantprogramsinthedefensearenawouldbeoneinwhichwearen'tdoinganymetalbendingorproductionatall?ButthatisthecasewiththeArmy'sFutureCombatSystemsprogram,whereBoeingandSAICareresponsibleforintegratingthedesignandbuildofessentiallyalloftheArmy'sfutureplatforms-everythingthatmovesontheground,intheair,orinspace.Likemanyofyourowncompanies,Boeingismovingupthevaluechainandconcentratingmoreintentlythaneveronafewcorecompetencies.Forusthatchieflymeansdoinghigh-enddesign,engineering,andsystemsintegration.Wearenotstrivingforself-sufficiency.Tothecontrary,ourgoalistobecomealeanglobalenterprisethatstickstodoingafewthingsexceptionallywellandthatisveryadeptatdrawinguponthestrengthsandtappingintothebestthinkingandpracticesofothercompaniesacrosstheU.S.andaroundtheworld.Workingtogether,Boeinganditssuppliershavedonesomeamazingthingsinpastcoupleofyears.Butthebestyears,withoutadoubt,arestillbeforeus.Imagineacarcompanyoranyothermajorindustrialconcernthatwasforcedtocutproductionbymorethan50%inathree-yearperiod.Yetthathappenedtoourcommercialairplanebusiness,andwehavemanagedtheremarkablefeatofstayingprofitableandcontinuingtoinvestinthefuture.Nowairtraffichasreturnedtopre9/11levels,andwearelookingforwardtowhatwehopeandexpecttobeaperiodofsustainedandgradualgrowth.Longterm,thisisagreatgrowthmarket.Oversevendecades,thegrowthinairtraffichasoutpacedtheworld'seconomicgrowthbyafactorofabout1.5-to-1.ThelineofdemarcationbetweenBoeingandAirbusisclearlydrawn,bothstrategicallyandculturally,andwelikeourprospects.WethinktheBoeing7E7isrightproductattherighttime-andthebiggestthegame-changerincivilaviationsincethe707atthedawnofthejetage.Morethanthat,wethinkthatourapproach-withitsemphasisonleanglobalenterprise-givesusaflexibilitythatAirbuslacks.Eightyearsago,Boeingwasnotamajordefensecompany.Todaywearethenation'ssecondlargestcontractor,andwehaveestablishedBoeingastheleadingindustrypartnertoourgovernmentindevelopinga"network-centric"viewoftheworldandapplythattoawidearrayofconventionandunconventionalthreats.Inthefirsthalfofthisyear,IDS'srevenueswereup14%-to$14.6billion-andwehadanoperatingmarginofcloseto10%.Weseeexcellentgrowthandprofitsinthisbusinessforyearstocome.Asmostofyouknow,IcameoutofretirementtoleadthiscompanylastDecemberatapainfulmoment...aswewerefacedwithbarrageofcriticismfortheseriousmisdeedsonthepartofafewofourpeople.Ipledgedtofixthethingsthatwentwrong,sotheywouldn'thappenagain.Ibelievewehavemadegoodprogressinrestoringcustomerconfidenceandinputtingdistractionsofthepastyearbehindus.Everyoneofouremployeeshasbeenaskedtosignacodeofconduct,andwehaveaskedeveryoneofoursupplierstoacknowledgethesamecodeofconduct.Clearly,thebestwaytodefendagainstroguebehavioristocreateanenvironmentinwhichthereiszerotoleranceforanyonewhoevenbeginstobendorbreaktherulesandwhereeveryoneunderstandsandpursuesthehigheststandards.Wewanteveryonetostandupandcry"foul"atthefirstsignofunethicalorimproperconduct.ThatgoesforpeopleinsuppliercompaniesnolessinBoeingitself.Onapersonalnote,Iwilltellyou,mostsincerely,thatI'mgladtobeback.Imakeabetterworkerthanaretiree.AndIlovethecompany,theemployees,allofyouwhoareourpartners,andtheindustry.Ibelievethiscompanyhasagreatfuture,andIknowthatoursuppliersaredestinedtoplayalargerandlargerroleinwhoweareandwhatwebecome.Weareentrustingmoreandmoreofourfuturetoyou.SpeakingnotjustformyselfbutallofBoeing,IwillclosewithoneofthenicestandmostfamiliarphrasesfromtheSpanishlanguage-"Micasaessucasa."Sharethishousewithusandhelpmakeitabetterplace.SiteTerms|PrivacyPolicy|ContactUs|FAQhttp://www.boeing.com/news/speeches/2004/stonecipher_041011a.html
  • 急求一篇关于发扬团队精神,构建和谐师生关系,争当联接教师的演讲稿

  • 问题补充:
  • 去迅雷找找,里面很多演讲与口才的素材,文字录音都有的!
  • 团队精神演讲稿

  • 问题补充:
  • 演讲稿什么是团队精神  所谓团队精神,简单来说就是大局意识、协作精神和服务精神的集中体现。团队精神的基础是尊重个人的兴趣和成就。核心是协同合作,最高境界是全体成员的向心力、凝聚力,反映的是个体利益和整体利益的统一,并进而保证组织的高效率运转。团队精神的形成并不要求团队成员牺牲自我,相反,挥洒个性、表现特长保证了成员共同完成任务目标,而明确的协作意愿和协作方式则产生了真正的内心动力。团队精神是组织文化的一部分,良好的管理可以通过合适的组织形态将每个人安排至合适的岗位,充分发挥集体的潜能。如果没有正确的管理文化,没有良好的从业心态和奉献精神,就不会有团队精神。  简单的说,团队是一种精神,是一种力量,是现代社会中不可缺少的!团队精神的作用   1.目标导向功能  团队精神的培养,使店内员工齐心协力,拧成一股绳,朝着一个目标努力,对单个营业员来说,团队要达到的目标即是自己所努力的方向,团队整体的目标顺势分解成各个小目标,在每个员工身上得到落实。   2.凝聚功能  任何组织群体都需要一种凝聚力,传统的管理方法是通过组织系统自上而下的行政指令,淡化了个人感情和社会心理等方面的需求,而团队精神则通过对群体意识的培养,通过员工在长期的实践中形成的习惯、信仰、动机、兴趣等文化心理,来沟通人们的思想,引导人们产生共同的使命感、归属感和认同感,反过来逐渐强化团队精神,产生一种强大的凝聚力。   3.激励功能  团队精神要靠员工自觉地要求进步,力争与团队中最优秀的员工看齐。通过员工之间正常的竞争可以实现激励功能,而且这种激励不是单纯停留在物质的基础上,还能得到团队的认可,获得团队中其他员工的尊敬。   4.控制功能  员工的个体行为需要控制,群体行为也需要协调。团队精神所产生的控制功能,是通过团队内部所形成的一种观念的力量、氛围的影响,去约束规范,控制职工的个体行为。这种控制不是自上而下的硬性强制力量,而是由硬性控制向软性内化控制;由控制职工行为,转向控制职工的意识;由控制职工的短期行为,转向对其价值观和长期目标的控制。因此,这种控制更为持久有意义,而且容易深入人心。打造团队精神   1、营造相互信任的组织氛围  有一家知名银行,其管理者特别放权给自己的中层雇员,一个月尽管去花钱营销。有人担心那些人会乱花钱,可事实上,员工并没有乱花钱,反而维护了许多客户,其业绩成为业内的一面旗帜。相比之下,有些管理者,把钱看得很严,生怕别人乱花钱,自己却大手大脚,结果员工在暗中也想尽一切办法谋一己私利。还有一家经营环保材料的合资企业,总经理的办公室跟普通员工的一样,都在一个开放的大厅中,每个普通雇员站起来都能看见总经理在做什么。员工出去购买日常办公用品时,除了正常报销之外,公司还额外付给一些辛苦费,这个举措杜绝了员工弄虚做假的心思。在这两个案例中,我们可以体会到相互信任的对于组织中每个成员的影响,尤其会增加雇员对组织的情感认可。而从情感上相互信任,是一个组织最坚实的合作基础,能给雇员一种安全感,雇员才可能真正认同公司,把公司当成自己的,并以之作为个人发展的舞台。  2、态度并不能决定一切  刘备是个非常注重态度的人,三顾茅庐请孔明,与关羽和张飞结成死党,关系很铁,但最后却是一个失败者。曹操不管态度,唯人是举,成就大业。因为赢得利润不仅仅靠态度,更要依靠才能。那些重视态度的管理者一般都是权威感非常重的人,一旦有人挑战自己的权威,内心就不太舒服。所以,认为态度决定一切的管理者,首先要反思一下自己的用人态度,在评估一个人的能力时,是不是仅仅考虑了自己的情感需要而没有顾及雇员的?是不是觉得自己的权威受到了人才的挑战不能从内心接受。   3、在组织内慎用惩罚  从心理学的角度,如果要改变一个人的行为,有两种手段:惩罚和激励。惩罚导致行为退缩,是消极的,被动的,法律的内在机制就是惩罚。激励是积极的、主动的,能持续提高效率。适度的惩罚有积极意义,过度惩罚是无效的,滥用惩罚的企业肯定不能长久。惩罚是对雇员的否定,一个经常被否定的雇员,有多少工作热情也会荡然无存。雇主的激励和肯定有利于增加雇员对企业的正面认同,而雇主对于雇员的频繁否定会让雇员觉得自己对企业没有用,进而雇员也会否定企业。   4、建立有效的沟通机制  理解与信任不是一句空话,往往一个小误会反而给管理带来无尽的麻烦。有一个雇员要辞职,雇主说:“你不能走啊,你非常出色,之前的做法都是为了锻炼你,我就要提拔你了,我还要奖励你!”可是,雇员却认为是一句鬼话,他废寝忘食地工作,反而没马屁精的收入高,让他如何平静!一个想重用人才,一个想为企业发挥自己的才能,仅仅因为沟通方式不畅,都很受伤害。我曾经听到一个高级雇员说:“如果老板早一点告诉我真相,我就不会离开公司了。”
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    衡水金卷2021答案

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