小型企业创业团队的组建

^论文编号:GS614  ^论文字数:8985,页数:11

目 录

 摘要………………………………………………………………………………1
 关键词……………………………………………………………………………1
 Introduction……………………………………………………………………………1
 一、创业团队建设理论研究概述………………………………………………2
 1.1创业团队的含义…………………………………………………………2
 1.11团队的作用…………………………………………………………3
 1.12团队的类型…………………………………………………………3
 1.13团队的沟通技巧……………………………………………………3
 1.2组建自己的创业团队……………………………………………………4
 1.21确定合理的人数……………………………………………………4
 1.22确定选择团队成员的标准…………………………………………5
 1.23制定组织结构和岗位职责…………………………………………5
 1.3管理好自己的创业团队…………………………………………………6
 二、团队建设现状分析…………………………………………………………7
 2.1与预期目标的检验………………………………………………………7
 2.2未达到目标的原因分析…………………………………………………7
 2.3需要完善改进的地方……………………………………………………7
 三、改进的主要途径……………………………………………………………8
 3.1加强培训…………………………………………………………………8
 3.2加强市场调查……………………………………………………………8
 3.3加强执行力度……………………………………………………………8
 3.4及时调整、修正企业发展战略规划……………………………………9
 四、结论…………………………………………………………………………9
 致谢………………………………………………………………………………9
 参考文献…………………………………………………………………………10

 摘要
 中国持续的改革开放，让很多人选择从内地来沿海城市打工。其中的一些人有了多年的打工经历，对所从事的行业的技术、市场、营销相当了解后，就按捺不住创业的激情，开起了自己的公司从事商业经营活动。本^论文就针对这个创业群体结合自己的实践做一些研究，以期能总结出一套可以供大家借鉴的经验。
 这个群体的创业者开办自己的公司，一般都是小型企业，大多数在公司经营两三年后就选择关门大吉，真正能做强做大并保持持续发展的数量不多。探讨不成功的原因，主要有以下几点：
 第一，激情冲动有余，缺乏经营规划和团队意识。表现为敢说敢做，行动迅速，但没有规划性。不注重企业经营团队的建设，没有健全的公司组织机构，一个人包揽公司的全部职责，造成考虑不周，顾此失彼；
 第二，有一定实际操作经验，但缺乏理论知识和市场营销能力，不能有效管理公司。大部分创业者自认对先前打工企业的管理模式、生产技术、销售渠道、机械设备已经十分了解，就着手自己干，却把最重要的公司管理和市场营销不当一回事。当自己的企业创办起来之后，才发现引用原来企业的模式完全行不通。
 第三，对困难认识不足，比如缺乏流动资金难以维持企业正常运转。
 一个人的能力毕竟有限，难以满足企业经营和发展的要求，这需要组建一支优秀的创业团队，使小型企业在激烈的市场竞争中生存并谋求成长壮大。
[关键词] 创业 团队 小企业 管理 发展

Introduction
 
 The sustained reform and opening up of China attracted many people to work from inland to coastal city and some of these people have many years of work experience. After having a good understanding of the technology, market, and sales-marketing of the industry which they are engaged in, they can't restrain entrepreneurial passion and founded their own companies to engage in the commercial and business activities.
 Around this venture group，this paper does some research associated with my own practice, in order to sum up a set of the experience which can be used for reference to everyone. The entrepreneurs of this group set up their own companies, which are generally small enterprises, and most of them choose to close their companies after managing them for several years. Few of them can really make its company bigger and keep sustainable development. The reasons of failure mainly have following several points ：
 First, some start-ups have an excess of passion, but lack of business plan and teamwork spirit, whose common feature is courageous, quick on the trigger, and planless. They don’t concentrate on the development of the enterprise management team and have not a robust organizational structure, they always score all duties and make incogitant decisions.   
 Second, they have some practical experience, but are lack of theoretical knowledge and marketing abilities. Consequently, they cannot effectively manage their companies. most entrepreneurs have an illusion that since they have a good knowledge of the management pattern, production technology, marketing channels, mechanical equipment in their previous company ,it’s easy for them to try themselves. And they stress little importance on the vital company and marketing management. Until their own businesses start up, they realize the original business model is impracticable.
 Thirdly, they lack awareness of the difficulties. For example, if we lack liquidity capital ,it is hard to maintain the normal operation of the enterprise,
 As a person's ability is limited after all, it is hard to meet the requirements of the development of enterprise operation and development. This needs to establish a good entrepreneurial team to make small enterprise to survival and to grow in strength in the fierce market competition.
Index Terms— start a business , team, small enterprise, management, development

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