学习如何有效的激励和管理一支团队需要一定的策划，适当的工具和充分的沟通。
Learning how to effectively motivate and manage a team takes some planning, the right tools and good communication.
学习如何有效的激励和管理一支团队需要一定的策划，适当的工具和充分的沟通。所以，开始做笔记吧。
Learning how to effectively motivate and manage a team takes some planning, the right tools and good communication. So, start taking notes!
管理者和监督者不要尝试去掌控团队，而是要让他们有新工作去干：激励员工而不是命令他们。
Instead of trying to control the organization, managers and supervisors find themselves in a new job: to inspire workers instead of commanding them.
相应地，虚拟团队的人力资源管理面临着成员间信任水平低、文化差异大、孤立感强、绩效评估和激励难等新的挑战。
And the management of manpower resources of suppositional group is facing new challenges:low trust, great different culture, strong isolated feel, difficult evalution and inspiration and so on.
规划的内容主要包括了确定客户知识管理的战略、实施的步骤及里程碑以及实施过程中的关键问题，包括切入点、团队、文化和激励等。
The project mainly covers the determination of CKM strategy, implementing procedures and milestones, as well as the major factors in these procedures such as cut-in point, team, culture and stimuli.
绩效考核是一个管理问题，它主要是以监督和考核为手段，但其目的却是在激励企业的团队去取得最佳绩效。
Performance appraisal is a management problem, it mainly as a means of monitoring and evaluation, but their purpose is to encourage enterprises to achieve the best performance of the team.
本文在查阅大量文献的基础上，对企业团队激励模式和方法体系从管理学和信息经济学两个角度进行了系统的分析。
Based on lager data, the paper analyses the model and methods of corporation team from the Angle of management and information economics.
有10年以上管理、指导和激励大型运营团队的经验。
At least 10 years of experience leading, mentoring and motivating large operations teams (people management).
绩效考核是一个管理问题，它主要是以监督和考核为手段，但其目的却是在激励企业的团队去取得最佳绩效。
The performance is management topic, It uses inspecting and inverstigating as the tool, but its purpose is to encourage the team of the enterprise to obtain the best results .
绩效考核是一个管理问题，它主要是以监督和考核为手段，但其目的却是在激励企业的团队去取得最佳绩效。
The performance is management topic, It uses inspecting and inverstigating as the tool, but its purpose is to encourage the team of the enterprise to obtain the best results .
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