目前,多数企业在推进班组建设管理的过程中,相对存在着一些主观和客观因素的制约。一是企业领导对班组建设的重视程度不够,存在着“雷声大,雨点小”的现象,管理重心下移激活基层活力措施还比较缓慢,改善的力度也不是很大;二是班委权限、待遇、培训、考核、考评、奖励机制没有具体落实到实处,在班组管理中一些实际工作和关键问题,体现不出班组建设管理的重要性,在一定程度上挫伤了班委人员的积极性; At present, most enterprises in the process of promoting the construction management of the team, there are some subjective and objective constraints. First, business leaders pay less attention to team building and there is a phenomenon of “big thunder, small rain”. Measures to activate grassroots management by lowering the center of gravity are still relatively slow and the improvement is not so great. Second, The authority, treatment, training, assessment, evaluation, reward mechanism did not concretely implement the actual work in the team management and key issues, reflected the importance of team management, to a certain extent dampened the class staff Enthusiasm