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_______日期：_2021/08/10_______
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___日期：_2021/08/10_______
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摘要
D公司是一家美资化学公司，20多年来持续在江苏省张家港地区投资，平
均每 18个月就上马一个新的项目，自身业务快速扩张和企业规模持续增大。人
才是企业快速增长的重要因素和保障，对于 D公司而言基层组织的班组建设一
直是企业快速发展的瓶颈和制约因素之一。D公司注重班组建设，不仅培养班
组员工有奉献精神、有团队精神和有工作激情，更重要的还关注班组员工的职
业发展、班组建设和班组激励等系统性管理问题。
本论文以 D公司的班组为研究对象，开展公司班组建设访谈和问卷调查。
基于班组建设访谈就结果和调研数据，有侧重点的对公司班组进行系统分析。
在已有研究基础上，从班组员工选拔、班组培训与发展、班组领导力模型等角
度出发，分析目前公司管理中存在的问题，提出易于落地和行之有效的班组管
理措施。
本文研究结论表明，文化认同是 D公司班组建设的调和和解决问题的粘合
剂，也是班组管理稳步推动的前提先决条件。在文化认同视角下进行班组文化
管理、制度落实、人才发展和业务推进，把班组员工放入其中构建独有的班组
组管理新模式和新思路，提高班组和班组长的领导力和影响力。
研究启示建议只有在文化认同下实施和推行的班组管理，才是真正的从底
层逻辑推动班组员工核心动力，由内而外的、激发正面的、积极向上工作态度、
改变行为方式、调整价值取向，实现班组每个员工独有的发展新模式。
关键词：文化认同；班组建设；一线管理；班组领导力
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Abstract
D Company is an American-funded chemical company, which has been continuously
investing in Zhangjiagang, Jiangsu Province for more than 20 years. On average, it
starts a new project every 18 months, and its own business has been expanding
rapidly and the scale of the company has been increasing continuously. Talents are an
important factor and can guarantee for the rapid growth of an enterprise. For D
Company, the team construction of the grass-roots organization has always been one
of the bottlenecks and restricting factors for the rapid development. D company pays
attention to team building. It does not only cultivate team members' dedication, team
spirit and passion for work, but also look after systematic management issues of
career development, team building and team incentive of team members.
This paper takes D company's team as the research object and carries out interviews
and questionnaires on team construction in the company. Based on the team
construction of interviews and survey data, with focus on the company team for data
analysis. Based on existing research results that, from the team staff selection, training
and development team, team leadership model perspective, with analysis of the
current problems existing in the management of team in company, that the cultural
identity of effective management measurements are put forward.
The conclusion of this paper shows that cultural identity is the glue for D company to
reconcile and solve problems in the team construction and is also the prerequisite for
the steady promotion of team management. From the perspective of cultural identity,
the team culture management should be carried out, and the team employees should
be put into it to construct the unique management mode and new ideas of cultural
identity, so as to improve the team leadership of the team leader.
The research suggests that only in the context of cultural identity, the implementation
and execution of team management can really promote the core motivation of team
employees from the bottom-line thinking, stimulate positive and positive working
attitude, change behavior style and adjust value orientation from the inside out, and
realize the unique new development mode of each team employee.
Keywords:
Cultural Identity, Team building, Frontline Management, Team Leadership
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