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论文编号：	14550
作者编号：	2320213842
上传时间：	2024/6/1 21:20:04
中文题目：	代际差异视角的A项目团队协作能力提升研究
英文题目：	Research on Improvement of Team Collaboration Ability of Project A from the Perspective of Intergenerational Differences
指导老师：	王学秀
中文关键字：	代际差异;团队协作能力;新生代员工
英文关键字：	Intergenerational differences; Team collaboration ability; New generation employees
中文摘要：	社会的发展，时代的变迁在每代人身上留下了鲜明的烙印，而这几代人在工作的过程中也表现出不同的特点，虽然每个人的个体存在差异，但总体仍以代际差异的形式表现出来，尤其是以“90后”、“00后”为代表的新生代员工与“60后”、“70后”、“80后”等老一代员工的差异。由于受到移动互联网、大数据、人工智能等技术的飞速发展和全球化进程的影响，新生代员工在思维模式、价值判断、生活需求与行为方式等方面呈现出与老一代员工明显的差异。作为企业管理者，要高度关注对这种差异的应对和处理，深入剖析员工的特点和代际差异，发现代际差异导致的问题并找到合理的解决方法，有助于降低企业管理成本，提高竞争力，获得稳定和可持续发展。 本论文通过研究A项目团队成员开展访谈调查发现，在团队协作中出现了诸多问题。如新老两代团队成员之间存在沟通不畅，缺乏合作；他们在工作认识和价值观上存在较大差异，无法形成共识；团队人际关系冷淡，团队意识和平等意识淡薄；团队在新项目推动时表现出快速学习能力弱，创新意识差，路径依赖严重等现象；两代员工间目标达成意识有很大差异，对于工作完成的质量和效果看法不一；在团队的激励机制上存在一刀切的问题，无法激活两代员工的创业活力和激情等。这些问题已经对团队的工作效率产生了巨大负面影响。 为解决这些问题，本论文提出了一系列的解决措施。首先，强化传承、淡化权威，本着兼容并包开放包容的原则，共促“三喻文化”，形成价值观共融。其次，强化沟通，打造和谐人际关系，明确团队角色，培养团队成员的互信与尊重，建立多元沟通方式，持续优化沟通细节，共同促进团队和谐关系的营造。再次，关注过程和质量，强化目标达成意识。第四，强化专业赋能，提升团队竞争力，培养自主学习习惯，打造学习型和创新型团队。最后，完善激励机制，针对不同代际员工设计差异化的薪酬激励和晋升机制，激发团队成员的积极性和归属感。以上五项措施均以达成团队业绩为目标，充分降低代际差异带来的负面影响，强化代际差异的互补优势，为打造高质量高效能团队奠定坚实的基础。 为确保上述解决措施的有效实施，本论文提出了相应的保障措施。其中，企业人力资源管理组织在制定相关政策和流程时应考虑代际差异的因素，为团队协作提供有效的人力资源支持。公司规章制度的建立和执行能够规范团队成员的行为，促进团队的协作。此外，在企业文化保障方面，建立健康向上的国有企业文化，并尊重职工个人意识形态的表达，使团队成员在共同的价值追求下形成共识。 本论文旨在通过发现问题、分析问题、解决问题的思路对代际差异影响团队协作能力的问题进行探讨，并根据实际情况制定相关提升策略，这对减弱代际差异在团队协作中的负面影响，提升团队工作效能甚至是为企业的健康可持续和高质量发展均奠定了坚实的基础。
英文摘要：	The development of society and the changes of the times have left a distinct imprint on each generation,and these generations have also shown different characteristics in the process of work. Although there are individual differences among each person, they are still manifested in the form of intergenerational differences, especially the differences between the new generation of employees represented by the "post-90s" and "post-00s" and the older generation of employees such as the "post-60s", "post-70s", and "post-80s". Affected by the rapid development of mobile Internet, big data, artificial intelligence and other technologies and the globalization process, the new generation of employees show obvious differences from the old generation in their thinking mode, value judgment, life needs and behavior. As a business manager, it is important to pay close attention to the response and handling of such differences, deeply analyze the characteristics of employees and intergenerational differences, identify problems caused by intergenerational differences, and find reasonable solutions, which can help reduce management costs, improve competitiveness, and achieve stable and sustainable development. This paper found through conducting interviews and surveys with team members of Project A that many problems have arisen in team collaboration. If there is poor communication and lack of cooperation between the new and old generations of team members; They have significant differences in their work understanding and values, and are unable to form consensus; The interpersonal relationships within the team are cold, and the awareness of teamwork and equality is weak; The team exhibits weak rapid learning ability, poor innovation awareness, and severe path dependence when promoting new projects; There is a significant difference in goal achievement awareness between two generations of employees, and there are different opinions on the quality and effectiveness of work completion; There is a one size fits all problem in the team's incentive mechanism, which cannot activate the entrepreneurial vitality and passion of two generations of employees. These issues have had a significant negative impact on the team's work efficiency. To address these issues, this paper proposes a series of solutions. Firstly, strengthen inheritance and downplay authority, adhere to the principle of inclusiveness, openness, and inclusiveness, jointly promote the "Three Metaphors Culture", and form a fusion of values. Secondly, strengthen communication, create harmonious interpersonal relationships, clarify team roles, cultivate mutual trust and respect among team members, establish diverse communication methods, continuously optimize communication details, and jointly promote the creation of harmonious team relationships. Once again, focus on the process and quality, and strengthen the awareness of achieving goals. Fourthly, strengthen professional empowerment, enhance team competitiveness, cultivate self-learning habits, and build learning and innovative teams. Finally, improve the incentive mechanism, design differentiated salary incentives and promotion mechanisms for employees across different generations, and stimulate the enthusiasm and sense of belonging of team members. The above five measures aim to achieve team performance, fully reduce the negative impact of intergenerational differences, strengthen the complementary advantages of intergenerational differences, and lay a solid foundation for building a high-quality and efficient team. To ensure the effective implementation of the above solutions, this paper proposes corresponding safeguard measures. Among them, enterprise human resource management organizations should consider intergenerational differences when formulating relevant policies and processes, and provide effective human resource support for team collaboration. The establishment and implementation of company rules and regulations can regulate the behavior of team members and promote team collaboration. In addition, in terms of ensuring corporate culture, establish a healthy and upward state-owned enterprise culture, and respect the expression of individual ideological values of employees, so that team members can form consensus under the common pursuit of values. The purpose of this paper is to explore the impact of intergenerational differences on team collaboration ability through the ideas of discovering, analyzing, and solving problems, and to develop relevant improvement strategies based on actual situations. This lays a solid foundation for reducing the negative impact of intergenerational differences on team collaboration, improving team work efficiency, and even for the healthy, sustainable, and high-quality development of enterprises.
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