团队辅导模式探究——以西安杨森销售团队为例

Study on Team Coaching:A Case of the Sales Team of Xi’an-Janssen Pharmaceutical

本文以西安杨森销售团队辅导系统为例,探讨了Hackman模型"辅导干涉—团队过程—团队绩效"这一因果链中多种相关因素之间的内在关系,并阐明了领导者如何针对这一过程对团队进行系统高效的辅导。本研究认为,基于"辅导干涉—团队过程—团队绩效"这一因果链,团队辅导并不应仅仅限于针对成员关系、成员技能的辅导,团队辅导应当更关注于促进成员更好地利用现有资源,促进团队成员的成长和整体经验的积累,促进团队战略与外部环境的匹配,从而保证团队的高绩效。当然,企业文化是团队辅导实践获得效果的必要保证,这也是本案例的一个重要启示,是对未来Hackman模型改进的有益线索。

This paper takes the coaching system of the sales team of Xi＇an-Janssen Pharmaceutical as a typical case to address all links in the coaching intervention-team process-team performance sequence and to illustrate how leaders can carry out effective coaching in this sequence. It argues that the aim of coaching should not be limited to improving the relationships among employees or improving employees＇ skills. In fact, team coaching should also aim to guarantee the team＇s high performance by urging members to make better use of existing resources and accumulate holistic experience, and ensuring that team strategies correspond to the external environment. Company culture is a prerequisite to effective team coaching, which is another important inspiration in the study that may help future researchers to construct more effective and comprehensive models.