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班组长既是企业内部管理工作的桥梁,又是最基层管理的执行者,可以说,班组长素质的高与低,直接影响到企业各项工作任务的落实和完成.当前,虽说各企业对提高班组长素质做了不少工作,但据笔者了解,还存在“三少”问题:一、对班组长进行系统培训少(包括政治理论、业务技术、管理知识).有的企业一年甚至更长的时间都难得脱产培训一次.二、对班组长讲“责”多而讲“利”少,使班组长产生了心理上的不平衡以致对工作抱着应付(消极)的态度.三、对班组长关心帮助少.为加快提高班组长的素质,建议应采取以下对策:一、加大脱产培训班组
The leader of a team is both a bridge for internal management and an executor for the most basic management. It can be said that the high and low quality of the team leader has a direct impact on the implementation and completion of all tasks of the company. At present, although companies improve The quality of the team leader has done a lot of work, but according to the author’s understanding, there are still three problems: First, the system leader training for the team leader (including political theory, business technology, management knowledge). Some companies even more a year For a long period of time, it is difficult to get off-the-shelf training once. Secondly, speaking to the head of the class, saying “responsibility” and saying “profit” is less, so that the head of the class has created a psychological imbalance and thus has a coping (negative) attitude towards the work. There is less concern and help for the team leader. To speed up the improvement of the team leader’s quality, it is recommended that the following countermeasures should be taken: First, increase the training team