攻击步

侧滑步

后撤步

交叉步

追究个人战争刑事责任实践

追究国家战争刑事责任实践

追究政府战争刑事责任实践

追究议会战争刑事责任实践

在此菜单中可以选择监视器窗口显示的精度

在此菜单中可以设置循环播放模式

在此菜单中可以进行输出影片的操作

在此菜单中可以设置忽略素材的Alpha 通道，从新编译显示素材

在此菜单中可以选择监视器窗口显示的精度

在此菜单中可以设置循环播放模式

在此菜单中可以进行输出影片的操作

在此菜单中可以设置忽略素材的 Alpha 通道，从新编译显示素材 prefix="o" ns="urn:schemas-microsoft-com:office:office" ?xml:namespace>

正确

错误

定位

加工

动力

主要

在此菜单中可以选择监视器窗口显示的精度

在此菜单中可以设置循环播放模式

在此菜单中可以进行输出影片的操作

在此菜单中可以设置忽略素材的信道，从新编译显示素材

It is a well-known fact that an organisation can achieve a greater success if a few peo-ple get united and work towards a goal together. An ordinary team can perform. betterprovided they are motivated. There are many instances， where a team approach has succeeded better compared to an organisation which is riddled with politics and manag-ers who only think about themselves. In fact this is a basic problem among Indians asthey always tend to develop 'Frog Syndrome'. The frog syndrome does not allow othercolleagues to go up in the ladder， which leads the organisation to become an ordinaryorganisation. Today the biggest problem in India many companies are facing is how todevelop team spirit among people. This is a very crucial point for the organisation tomake difference in today's highly competitive environment. How can we develop suchthings today? Of course， there are many ways which are given below. Develop Team Not Individual Only

The role of manager is to ensure that the people become cohesive （有凝聚力的） andfeel proud to be the member of the team. It is quite possible provided the manager him-self 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. Ifdone， it is nothing succeeds like success. Right Team Spirit

Right team spirit brings within the organisation a vibrant feeling to an insider as well asoutsider. There is always willingness to walk an extra mile among people to achieve theset objective. This leads to more congenial （令人愉快的） atmosphere within the organi-sation. How many companies have succeeded in doing the same? Does it bring smile toan ordinary person working in the organisation? If yes， that organisation really can sur-vive for a longer time. SMILE Within the Organisation

A happy employee always tends to achieve better. Many companies tend to take careof external customers but tend to forget the internal customers. Hence， companiesshould do retrospective analysis on satisfaction level of the internal employees. Buthow many companies bother to do that? A real smile can help the organisation toachieve better sales. SMILE = Sell More In Less Effort E. How many people can bring a smile on the face of a person? Therefore， there are feworganisations 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 con-structive criticism. Manager should go where the colleagues working under him requirehim to go. He should help his colleagues during the need of the hour. Can a managerdevelop himself to be a mentor so that people can rely on his advice? A manager， if re-develop himself as a mentor， can definitely bring the team spirit among the people. Buthow 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 person-ality may not be fit to do a particular job. Therefore， a manager should analyse his ownpersonality along with his colleagues' and ensure that his personality along with hiscolleagues' 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 col-leagues'. This analysis can help to take corrective action and will create a greater senseof responsibility and motivation among the people. We must motivate ourselves to mo-tivate others. G. This is possible provided a manager make the job more challenging. In fact during therecent survey conducted by the author in India， the No.1 motivator factor is job enrich-ment. How many managers try to create innovations in their job fimctions of their col- leagues and associates? How many managers remove the fear of instability? How manymanagers ask themselves what new things they or their teams have done? If this is doneregularly， the demotivation does not arise. Ordinary people can perform. extraordinarythings 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） inbuilding team spirit and take action. Recognise 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）. Proper counselling 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 dichoto- my （分裂） behaviour 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， understand- ing 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 a 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 re- suited into higher productivity of the area. One influence the analysis about a manager‘s personality and his colleagues may have on them is that they will be more responsible and motivated. 查看材料

nevertheless

therefore

on the whole

but