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  3. How to Build Team Spirit and Get Best Sales Performance A)It is a well-known fact that an organisation can achieve a greater suc

How to Build Team Spirit and Get Best Sales Performance A)It is a well-known fact that an organisation can achieve a greater suc

admin2013-09-14  21
问题              How to Build Team Spirit and Get Best Sales Performance
A)It is a well-known fact that an organisation can achieve a greater success if a few people get united and work towards goal together. An ordinary team can perform better provided they are motivated. There are many instances, where a team approach has succeeded better compared to an organisation which is riddled with politics and managers who only think about themselves. In fact this is a basic problem among Indians as they always tend to develop "Frog Syndrome". The frog syndrome does not allow other colleagues to go up in the ladder, which leads the organisation to become an ordinary organisation. Today the biggest problem in India many companies are facing is how to develop team spirit among people. This is a very crucial point for the organisation to make difference in today’s highly competitive environment. How can we develop such things today? Of course, there are many ways which are given below.
Develop team not individual only
B)The role of manager is to ensure that the people become cohesive(有凝聚力的)and feel proud to be the member of the team. It is quite possible provided the manager himself is a team leader. He has to set the right target, create enthusiasm among the people, develop a positive attitude among the people and motivate them at the right time. If done, it is nothing succeeds like success.
Right team spirit
C)Right team spirit brings within the organisation a vibrant feeling to an insider as well as outsider. There is always willingness to walk an extra mile among people to achieve the set objective. This leads to more congenial(令人愉快的)atmosphere within the organisation. How many companies have succeeded in doing the same? Does it bring smile to an ordinary person working in the organisation? If yes, that organisation really can survive for a longer time.
SMILE within the organization
D)A happy employee always tends to achieve better. Many companies tend to take care of external customer but tend to forget the internal customers. Hence, companies should do retrospective analysis on satisfaction level of the internal employee. But how many companies bother to do that? A real smile can help the organisation to achieve better sales.
SMILE = Sell More In Less Effort
E)How many people can bring smile on the face of a person? Therefore, there are few organisations which excel. However, this is possible provided the manager becomes a mentor.
Manager should be a mentor to the people
F)People always look towards a manager as mentor who can correct, guide and give constructive criticism. Manager should go where the colleagues working under him require him to go. He should help his colleagues during the need of the hour. Can a manager develop himself to be a mentor so that people can rely on his advice? A manager, if redevelop himself as a mentor, can definitely bring the team spirit among the people. But how many managers can be a mentor? Many times a manager himself is a grumbler(爱发牢骚的人)and creates a polluted environment within the organisation as his personality may not be fit to do a particular job. Therefore, a manager should analyze his own personality along with his colleagues’ and ensure that his personality along with his colleagues’ personality be suited to do the particular job. Application of sales grid(网)approaches will definitely help him to understand his own personality as well as his colleagues’. This analysis can help to take corrective action and will create greater sense of responsibility and motivation among the people. We must motivate ourselves to motivate others.
G)This is possible provided a manager make the job more challenging. In fact during the recent survey conducted by the author in India, the No. 1 motivator factor is job enrichment. How many managers try to create innovations in their job functions of their colleagues and associates? How many managers remove the fear of instability? How many managers ask themselves what new things they or their teams have done? If this is done regularly, the demotivation does not arise. Ordinary people can perform extraordinary things provided they bring the motivation and team spirit among the people. This is quite possible and a manager has a role to play. He should be proactive(主动的)in building team spirit and take action.
Recognize team destroyers and take corrective measures
H)There are certain people who because of the past experience can destroy the team spirit. Therefore, it is suggested that managers should identify "this grumbler" at right time and take corrective measures immediately. The cancerous cell should not be allowed to develop or proliferate(扩散). A proper counseling can help the manager to correct the situation. He should not develop a dual personality. For example, in the office the tap is leaking, however, he does not bother as he feels that it is the job of administration but when he goes home he makes sure that the leakage of the tap is corrected. The dichotomy(分裂)behavior of the person cannot help him to develop team spirit. The manager should develop fatherhood of a spastic(痉挛的)child who is very caring, understanding his child. He has to therefore correct him, mend him with hope that the future will be bright.
Educate the colleague doing the work in positive manner
I)Managers must educate a colleague while working. The recent study among the field force revealed that the field representatives like to have a leader who is good at product knowledge and selling skills. During the visit of a leader if he ensures that he gives one or two new points to his colleagues, then the interaction between the two becomes more fruitful. Fox example, if a zonal manager visits his team he may take up the product training in the conference or during the field work followed by a written test of the same subject. This concept was tried by the author in one of his client’s companies wherein he noticed that the representative never used to respect his senior because of his lack of knowledge on the product. This process of inculcating(教授)the habit of interactions between the two brought a better team spirit and respect for each other. This activity resulted into higher productivity of the area.
Managers in the Indian companies usually hinder the way of other colleagues’ career development.
选项
答案A
解析 根据题目中的Indian和colleague可将本题出处定位于A)段。该段第4句中的this指代上句内容，即“机构内部充斥着派别之争，管理人员只想着自己”。该句提到，在印度公司，这种情况十分普遍，因为印度人总是会患上“青蛙综合症”。第5句对“青蛙综合症”进行了解释，即不允许其他同事能沿着公司阶层向上爬。结合这几句话可知，印度公司的管理人员通常会阻碍其他同事的发展，题干是根据A)段内容做出的推断。
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