資源描述：
《銷售團(tuán)隊(duì)的績(jī)效評(píng)估體系設(shè)計(jì)》由會(huì)員上傳分享，免費(fèi)在線閱讀，更多相關(guān)內(nèi)容在學(xué)術(shù)論文-天天文庫(kù)。
1、華北電力大學(xué)（北京）碩士學(xué)位論文銷售團(tuán)隊(duì)的績(jī)效評(píng)估體系設(shè)計(jì)姓名：張君申請(qǐng)學(xué)位級(jí)別：碩士專業(yè)：工商管理指導(dǎo)教師：郭京生20060510畢jE電刀犬字上陶雷埋壩士字位他T-捅璺在績(jī)效管理實(shí)踐中，重視個(gè)體績(jī)效而忽略團(tuán)隊(duì)績(jī)效和組織目標(biāo)是一種常見的現(xiàn)象，因而降低了績(jī)效管理的有效性，導(dǎo)致績(jī)效管理流于形式。針對(duì)傳統(tǒng)績(jī)效管理對(duì)工作絕對(duì)的分解與實(shí)踐中難以分解的矛盾，以及傳統(tǒng)的個(gè)體考核與現(xiàn)代團(tuán)隊(duì)緊密協(xié)作的矛盾，本文構(gòu)建了銷售團(tuán)隊(duì)的績(jī)效評(píng)估體系，該體系將傳統(tǒng)的績(jī)效循環(huán)擴(kuò)大到了團(tuán)隊(duì)層面，圍繞團(tuán)隊(duì)績(jī)效所形成的一套適合當(dāng)前組織變化新特點(diǎn)的績(jī)效管理
2、體系和方法進(jìn)行了一些探討。銷售團(tuán)隊(duì)的績(jī)效評(píng)估體系能促使績(jī)效管理和銷售團(tuán)隊(duì)的有機(jī)結(jié)合，并為企業(yè)實(shí)施有效的績(jī)效管理提供了思路和指導(dǎo)方法。關(guān)鍵詞：銷售團(tuán)隊(duì)，績(jī)效評(píng)估。評(píng)估體系A(chǔ)BSTRACTIntheperformancemanagement(PM)practice，greatimportancehasbeenattachedtoindividualperfofinancewhileteamperformanceandorganizationobjectiveareoverlooked．Asaresult，PMpractic
3、efallsintoformalism，andcan’twork．TraditionalPMisbasedontheabsolutedisassemblingofwork，whileinfactweoftenfindoutmanytaskscap．notbebrokendowncompletely．Simultaneously,therealsoexiststheconflictbetweentraditionalindividualappraisalandthefactthatmodernteamcloselywor
4、kstogether．Tosolvethetwoabove-mentionedconflicts，thispaperbuildsupaperformanceevaluatesystemofasalesteam，whichextendstraditionalperformancecycletotherangeofateam．FocusingasetofPMsystemandmethodswhicharebasedonteamperforiD_anteandwhicharesuitableforthecurrentchar
5、acteristicsoforganizatiopalbehavior,thispaperengagesinadiscussion．Toconclude，theperformanceevaluationsystemofasalesteamCancontributestobetterintegrationofperformancemanagementwithasalesteamanditCanprovidesthinkingandguidancemethodsforenterprisesenforceeffectivem
6、anagement．ZhangJun(MasterofBusinessAdministration)Directedbyprof．GuoJingshengKEYWORDS：SalesTeam，PerformanceEvaluation，EvaluationSystem畢jE電刀犬字上陶雷埋壩士字位他T-捅璺在績(jī)效管理實(shí)踐中，重視個(gè)體績(jī)效而忽略團(tuán)隊(duì)績(jī)效和組織目標(biāo)是一種常見的現(xiàn)象，因而降低了績(jī)效管理的有效性，導(dǎo)致績(jī)效管理流于形式。針對(duì)傳統(tǒng)績(jī)效管理對(duì)工作絕對(duì)的分解與實(shí)踐中難以分解的矛盾，以及傳統(tǒng)的個(gè)體考核與現(xiàn)代團(tuán)隊(duì)緊密協(xié)作的
7、矛盾，本文構(gòu)建了銷售團(tuán)隊(duì)的績(jī)效評(píng)估體系，該體系將傳統(tǒng)的績(jī)效循環(huán)擴(kuò)大到了團(tuán)隊(duì)層面，圍繞團(tuán)隊(duì)績(jī)效所形成的一套適合當(dāng)前組織變化新特點(diǎn)的績(jī)效管理體系和方法進(jìn)行了一些探討。銷售團(tuán)隊(duì)的績(jī)效評(píng)估體系能促使績(jī)效管理和銷售團(tuán)隊(duì)的有機(jī)結(jié)合，并為企業(yè)實(shí)施有效的績(jī)效管理提供了思路和指導(dǎo)方法。關(guān)鍵詞：銷售團(tuán)隊(duì)，績(jī)效評(píng)估。評(píng)估體系A(chǔ)BSTRACTIntheperformancemanagement(PM)practice，greatimportancehasbeenattachedtoindividualperfofinancewhileteam
8、performanceandorganizationobjectiveareoverlooked．Asaresult，PMpracticefallsintoformalism，andcan’twork．TraditionalPMisbasedontheabsolutedisassemblingofwork，whileinfactw
