Group management

The first section of the basic concept of the team

I. Teams and groups

Members of the working group do not necessarily have to take part in collective work that requires Qi Xin's cooperation, nor do they necessarily have the opportunity to participate. Therefore, the performance of the working group is only the sum of the individual contributions of each group member. In the work group, there is no positive synergy, which can make the overall performance level of the group greater than the sum of individual performance.

A work team can produce positive synergy through the collaborative efforts of its members. As a result, the performance level of the team is far greater than the sum of the performance of individual members. The extensive application of teams creates potential for organizations, which can improve the output level without increasing investment.

Second, the type of team.

1. Problem solving team

In the problem-solving team, members exchange opinions or provide suggestions on how to improve working procedures and methods. However, these teams have little power to take unilateral action on these suggestions. Problem-solving team has some shortcomings in motivating employees to participate in the decision-making process.

2. Self-management team

Self-management teams usually consist of 10 to 15 people, and take on the responsibilities of some former bosses. Generally speaking, their duties include controlling the pace of work, deciding the distribution of work tasks and arranging rest time. A thorough self-management team can even choose its own members and let them evaluate each other's performance. In this way, the importance of the supervisor is reduced or even cancelled. The overall research on the team effect of self-management work shows that the implementation of this team form does not necessarily bring positive results.

3. Multifunctional team

Multifunctional teams are composed of employees from the same level and different work fields, who get together to complete a task. The task force is a temporary multi-functional group. The committee composed of employees from multiple departments is also a multi-functional team.

Multifunctional team is an effective way, which enables employees in different fields to exchange information, stimulate new ideas, solve problems and coordinate complex projects. Of course, it often takes a lot of time at the beginning of the formation, because team members need to learn to deal with complex and diverse tasks. Members, especially those with different backgrounds and experiences, need time to build trust and real cooperation.

Third, shape a high-performance team.

1. The size of the work team

The best work teams are usually small. Generally speaking, with more team members, it is difficult to form cohesion, loyalty and interdependence, which are indispensable for an efficient team. Managers should control the number of team members within 12 if they want to create a productive team.

2. Ability of members

In order to operate effectively, a team needs people with three different skills. First, members with technical expertise are needed; Second, you need to have the decision-making ability to solve problems, be able to find problems and put forward suggestions to solve them; Finally, we need some members who are good at interpersonal skills such as listening, feedback and conflict resolution.

3. Assign roles and enhance diversity

High-performance teams can appropriately assign different roles to employees. There are 9 roles in the team (textbook P275, table 9- 1). It is necessary for managers to understand the personal advantages that individuals can contribute to the team, select team members according to this principle, and keep the work distribution consistent with the preferred style of team members. By properly matching personal preferences with team role requirements, team members may get along well.

4. Commitment to the same goal

An effective team has a meaningful goal that everyone pursues, which can guide and provide motivation for team members and make them willing to contribute to it. Members of a successful team usually spend a lot of time and energy discussing, modifying and perfecting a goal that is accepted by everyone at the collective level and the individual level. Once this common goal is accepted by the team, it can play a guiding role in any case.

Set specific goals

Successful teams will translate their common goals into concrete, measurable and realistic performance goals. Goals can make individuals improve their performance, and goals can also make groups full of abilities. Specific goals can promote clear communication, and they also help the team focus on achieving effective results.

5. Leadership and structure

High-performance teams need leadership and structure to provide direction and focus.

6. Social idleness and sense of responsibility

High-performance teams eliminate social slack through their members taking responsibility at the collective and individual levels. A successful team can hold its members responsible for the team's goals, objectives and actions.

7. Appropriate performance evaluation and reward system

In order to comprehensively measure team performance, the traditional individual-oriented evaluation and reward system must be changed. Personal performance appraisal, fixed hourly salary and personal motivation are inconsistent with the development of high-performance teams. Therefore, in addition to evaluating and rewarding individual contributions, managers should also consider changes such as team-based performance evaluation, profit sharing, and small group incentives to strengthen the team's enterprising spirit and commitment.

8. Cultivate the spirit of mutual trust

One of the characteristics of high performance teams is that team members have a high degree of mutual trust. In other words, team members trust each other in integrity, personality and work ability. Ways to cultivate trust:

(1) shows that you are working for your own interests and for the interests of others.

(2) Be a member of the team and support your work team with words and actions.

(3) open and honest.

(4) Fairness.

(5) Tell your feelings.

(6) Show that the basic values guiding your decision-making are consistent.

(7) Confidentiality.

(8) Show your talents.

Fourth, let individuals become team members.

1. Challenges

To be an excellent team member, individuals must learn to communicate openly with others; Learn to face the differences between individuals and resolve contradictions; Learn to sublimate personal goals into team interests. For many employees, this is a difficult or even impossible task.

2. Shaping team members

(1) Select

When selecting team members, we should not only consider whether the selected person has the technical talents needed for the job, but also consider whether they have other talents necessary to play the role of team members.

(2) Training

(3) Reward

In an organization, promotion, salary increase and other forms of recognition should be given to individuals who are good at cooperating with other members of the team. This does not mean ignoring individual contributions, but letting those individuals who have made selfless contributions to the team get the rewards they deserve. For employees, it is a very satisfying experience and reward to get personal development opportunities in the team and help partners grow.

Verb (short for verb) Team and performance

1. No matter where the team is in the organization, the main performance challenges will bring vitality to the team. Achievement is the main goal, but the team is still a means, not an end. Performance is the core issue of the team.

2. Only by establishing a strong concept of performance, rather than a team established by the environment, can the leaders of the organization best cultivate team performance.

3. You can be biased against the role, but you can't hinder the performance of the team. If we can refer to personal concerns and personal differences when considering dealing with performance challenges, these factors can become the source of collective strength. Real teams always try to make everyone contribute, which makes them different.

4. Constraints are the conditions for creating team performance, including internal constraints of the team and internal constraints of the organization.

In the second quarter, senior leadership team training tips

-"Enterprise Team Training" (Chen)

When a group of outstanding talents are organized together, there are only two endings: one is to make a big difference, the other is to make people laugh, and the other is to end in discord, and most people in China are the latter.

The smartest people in America are the most organized and cooperative. The top smart people in China are the hardest to organize, because everyone is afraid that they will not be smart after being organized. Simple China people often get together, and everyone should show their intelligence, afraid of being looked down upon, and don't want to become a part of a machine in obscurity.

Running a business in China sometimes doesn't need to recruit talents from all over the world. As long as the existing personnel can be well organized, they can make good achievements.

Organization and team spirit are the trans-century tasks of China enterprises!

1. Corporate goals are the core driving force of team spirit.

An enterprise must have a common goal, through which we can guide everyone to pursue and work together.

1. 1 Authenticity is the first rule of enterprise goals.

The first is the objectivity of the goal. The objectivity standard of the goal is the first element of the authenticity and credibility of the enterprise goal. First, the judgment and analysis of industrial development prospects; The second is competition judgment and analysis; The third is the development of technology and the judgment and analysis of policy environment.

The second is the subjective condition of the goal, which is the second element to ensure the authenticity and credibility of the enterprise goal. Including the actual industrial status, financial strength, management system, technology and talents.

The third is the strategic problem of the goal, which is the third element to ensure the authenticity and credibility of the enterprise goal. Strategies and steps to achieve the goal must be fully designed, otherwise, employees' trust in the goal is not firm enough.

It is difficult for an enterprise with flashy or even false goals to establish its own team spirit. The objective and scientific enterprise goal is the source of team spirit. On the contrary, an illusory dream goal cannot unite many people, at least not for a long time.

1.2 target education: let your employees know.

Corporate goals are the goals of all employees. A unified will must be formed. Education and communication are indispensable ways to form a unified will. The first is the content of education, and the second is the ways and means of education. Ignorant policies and empty preaching are the natural enemies of all enterprise education activities.

Those enterprises with good education and high recognition from employees are often successful enterprises. On the contrary, those enterprises that neglect education or whose education work is not recognized by employees are often enterprises with operational difficulties or problems.

The whole significance of enterprise career goal education lies in that we must make all employees understand that enterprise career goal is everyone's goal and is worthy of everyone's trust and pursuit. Only in this way can our team spirit have a soul. Enterprises without ideals will not become successful enterprises. No team with the same goal will become a United team.

1.3 Common mistakes in team spirit and career goals

Error 1: No target phenomenon.

Mistake 2: False target phenomenon

Mistake 3: the phenomenon of being blinded by profits: the operators are proud of the spring breeze, full of pride, do not believe in science, and have the feeling of dreaming.

Mistake 4: The interests are irrelevant.

Mistake 5: Target slogan phenomenon

Mistake 6: The object has no education.

Myth 7: the phenomenon of blind education by objectives

1.4 the essence of the professional goal of building team spirit

First, the career goals should be clear: ambiguity and nothingness must be avoided;

Second, career goals should be systematic: only simple goals, their authenticity is far from enough;

Third, the career goals must have * * * common interests: * * common interests mean that everyone can share the results after achieving the goals;

Fourth, the career goal should be * * *: the recognition of the vast majority of people.

2. Team spirit and business leaders

In any organization, the influence of leaders is the first, purely from the nature of their positions and the importance of their responsibilities. A good president will keep the team highly consistent, and a mediocre president will make the team like a straggler. When a successful enterprise succeeds, there will be a president, who has a very important core role and a very strong appeal. We usually feel strong personality charm from these successful presidents.

2. 1 the small boss manages people, and the big boss manages people.

(One of the president's behavioral disciplines: personnel discipline)

The growth of enterprises is actually the growth process of people. People grow one point, career grows one point, parents grow one point, and enterprises grow one step. The behavior accomplishment of enterprise presidents is how to manage people from management to operation, and more importantly, how to manage people.

There are three main aspects of managing people: managing people, educating people and employing people.

Management personnel. When the scale of the enterprise is small, you can set an example by taking the apprentice as your master. When the enterprise reaches a certain scale, this method of "ruling by people" or "managing people by people" will not work. We must use standards to manage people and bind them.

Educate people. The mainstream practice of strategic position candidates in enterprises should choose to cultivate themselves. First, strategic positions usually require their candidates to have a high sense of identity with the values of the enterprise; Second, mistakes in employing people in strategic positions have done great harm to enterprises. As long as we do a little research on those successful world-class enterprises, it is not difficult to find that most of the strategic positions of enterprises have worked in this enterprise for many years. Even in the United States, most important positions are held by people who are fully integrated into American culture.

Employing people. The president should expand his influence by hiring people. There are two keys to using good people: first, the continuous development of enterprises provides opportunities or jobs for employing people; The second is how to push what kind of people to what position and provide some conditions and constraints. If the methods are improper, or they are all encouragement, or lack of support, or lack of restraint, the effect and original intention of employing people are often counterproductive.

Successful presidents manage things by managing people, educating people and employing people, while failed presidents manage things regardless of people or manage people badly.

2.2 The small boss is pragmatic and the big boss is pragmatic; Small boss put out the fire, big boss warned.

(CEO Behavior Exercise 2: Operation Exercise)

The big boss's homework is to have a meeting and talk to people, and the small boss's homework is to talk about customers making money. The big boss dares to retreat because the enterprise foundation is solid, and the small boss wants to be pragmatic because the enterprise foundation is empty. The difference between the work contents and methods of the big boss and the small boss is actually that "fish goes the fish way, shrimp goes the shrimp way", and each has its own reasons. The key is a president or general manager. With the growth of the enterprise, your work content and methods are also changing. Retreat is the first content of the president's management accomplishment.

Real life shows that the president of a successful large enterprise believes in experience and science when making decisions on enterprise development, while the general manager of a small enterprise believes in experience more. The president of a large enterprise pays attention to conditional operation and safety first, and the general manager of a small enterprise believes in luck, "nothing ventured, nothing gained"; The president of a large enterprise pursues winning a thousand miles, and the general manager of a small enterprise believes that he will find a way to cross the river by feeling the stones.

2.3 Non-post influence cultivation

As a leader, the size of non-post influence is very important to the role and guarantee of his leadership position. Even non-post influence can be regarded as the basis of post influence. If a president assumes that he can't "convince people with virtue", then he can only "suppress people with power", so it is difficult for this enterprise to form a United and effective team.

The people who use the most power are precisely those leaders with little power and small enterprises. As the saying goes, "a little face is ugly." Often those leaders who really hold power and have made great achievements in the enterprise Committee are democratic and have no arrogance. The non-post influence of enterprise presidents mainly comes from:

Credibility Credibility is the first embodiment of a leader's moral quality. What kind of president is a credible president? The first principle is to be able to achieve your career goals. The second principle is that in his work, he must keep his word and keep his promise.

Mind. The president is a leader. If he wants to lead a group of people, he must have a broad mind. Otherwise, he is "small without capacity" and the enterprise cannot form a team. What kind of president is a president with a heart? The first principle is to be generous to others and selfish to others. The first is to correctly accept the shortcomings of others, especially those of subordinates. The ancients said, "Be lenient with others and be strict with yourself". A president who can tolerate others' mistakes must be a wise president. But this is not a really intentional president. A thoughtful president is the kind of person who can accept the shortcomings of others. The second principle is decisive decision-making and the courage to take responsibility.

2.4 Self-denial (President's study and practice)

The president who refuses to learn is the biggest danger of the enterprise, and refusing to learn is the most common mistake made by those successful presidents. Rich experience and excellent performance have become two major obstacles for CEO to learn.

One of the principles of the president's study and cultivation is to sell his experience. In the era of industrial economy, where scientific and technological changes are relatively slow, experience is more often a kind of wealth, which allows you to know the old horse, gain new knowledge and make a correct judgment on the future situation. However, in today's rapidly changing information age, experience is more and more likely to make you fantasize. The story of an old horse finding its way can only happen in ancient society. The situation today is that the old horse may not know the way. Experience has never been hit so hard as it is today.

However, it is really a painful and unacceptable thing to make a successful and confident president doubt himself. A large number of facts have proved that it is easier to betray others than to betray yourself, and it is easier to forget lessons than to forget experiences. Learning, learning and learning again are the cruel requirements of today's competition for enterprise presidents. The world is full of grass, and everything in the world is learned. Whether you can be as diligent as a sponge depends on whether you can betray your own experience.

The second principle of the president's study and cultivation is listening. A shrewd president should understand that listening to other people's opinions once more is equivalent to increasing his income.

2.5 Common mistakes of business leaders in team spirit

Error 1: the phenomenon of being in charge regardless of people: it is common in those presidents who have strong business ability and are not at ease with people, so they do not delegate power.

Mistake 2: Locomotive phenomenon: It is very common among entrepreneurs who lead a group of people to make a business from small to large.

Mistake 3: Promise is cheap: It is common in presidents who are generous, like talking nonsense and are good at excusing themselves.

Mistake # 4: Bitterness: It is common in presidents who are knowledgeable, rote-memorizing and pursue perfection.

Mistake 5: The phenomenon of certain rules: it is common to those presidents who are knowledgeable, experienced and outstanding in performance.

2.6 the essence of enterprise leaders' team spirit

First, collarless and sleeveless is just a vest or a piece of raw cloth. Without a good leader, any team is fragile.

Second, the core of the president's work is always people, because the team is made up of people.

Third, the president must keep his promise. Reputation is the golden signboard of an excellent president. Breaking his promise will make the president lose all his charm.

Fourth, it is painful to betray experience and doubt yourself, but a good president must be a person who is willing to deny himself.

Fifth, it will be a pleasant thing for managers and managed people to make more use of non-post influence and less use of power.

3. Team spirit and leadership

3. 1 mutual assistance in the same boat: the leading group agreed to practice.

Only leaders who agree with each other will become a United and like-minded team, and identity is the premise of a team's unity.

The leading group agreed to one of the discipline principles: choose a good sheep. Ensure the relative stability of the main person in charge. The long-term stability of the president plays a great role in the coordination and tacit understanding of the leading bodies. If we constantly break the stability of an enterprise president, we will actually break the tacit understanding that a leading group has formed. And this tacit understanding is very important for the growth of enterprises and the high consistency of team spirit.

The leading group agreed to the second discipline principle: appointment step by step. Should the president have the power to choose and replace the vice president? Should the general manager have the right to choose and replace the deputy general manager? There is only one answer: it should be. Judging from the way leading bodies are formed, the degree of recognition depends on whether the appointment system can be gradually implemented. To create a possible condition of "disharmony and no common goal", the only choice is to hand over the right to form a cabinet to the president.

The leading group agrees with the third discipline: do your job. When the enterprise reaches a certain scale, the president without a deputy is a dangerous president, and it is unwise to set up a deputy to make the deputy useless. It is a necessary condition for the formation of enterprise team spirit to set up a deputy and make him perform his duties and finally form an excellent leadership team.

3.2 unified will: leadership decision-making practice

Forming the unified will of the leading group and realizing effective decision-making is the goal that a leading group must work hard for. The so-called unified will means "thinking in one place and working hard in one place."

One of the principles of leadership decision-making practice: someone is the master. To form a unified will, a leading group must first solve who will take care of it! Whenever a successful enterprise, especially a state-owned enterprise, the president of this enterprise must be an iron fist.

The second rule of leadership decision-making practice: seeking common ground while reserving differences. There is no need for us to seek to establish a leading group with one voice on all issues, which is an unattainable goal. Of course, we also need to avoid a team wrangling. We must find a critical point between complete phonetic agreement and wrangling, that is, seeking common ground while reserving differences.

3.3 Ideological management: leadership communication practice

Communication is an art. If discipline is a hard means to maintain team integrity, then communication is a soft means to maintain team integrity. However, we will pay attention to discipline and ignore communication. Discipline is like a group screw, we can use it to fix everyone together and combine them into a machine. Communication is a lubricant, which can make the machine run efficiently. Without this lubricant, it is difficult to ensure the normal operation of the machine.

One of the discipline principles of leadership communication: decision communication. First, extensive and repeated discussions before decision-making; The second is introspection after decision-making, that is, the evaluation of decision-making results.

The second principle of leadership communication: emotional communication. A good friend is not necessarily a good business partner in real life, but a good business partner must be a good friend. Decision-making communication is a means to establish business relationship, and emotional communication is a means to establish friend relationship. These two communication methods are very important to ensure the unity and harmony of the leading group.

3.4 Establish rules: the discipline of the leading group.

Discipline is a necessary condition to keep the organization clean, and the leading group should have clear discipline. There is no problem with the high quality of the members of the enterprise leadership team, so there is no need for discipline. They are a group of people who need more discipline, because they have power in their hands, and each person affects a group of employees and a certain aspect of their work. Therefore, discipline is very necessary for them.

One of the discipline principles of the leading group: don't say small words. It is an indisputable fact that gossip is very common in China. On the one hand, we should be aboveboard, on the other hand, we may choose duplicity and duplicity when encountering specific problems. This cultural degradation is very destructive to an organization.

The second discipline of the leadership: don't make small moves (that is, don't make small moves). In the leading bodies of enterprises, there are some small things: First, stand on one's own feet and engage in sectarianism. To prevent petty actions within the leadership of enterprises, the first thing is to prevent sectarianism. Second, the finished products restrict and destroy each other. Preventing downfall is an iron discipline that the leading bodies of enterprises must formulate.

The third rule of discipline cultivation of leading bodies: don't be a villain. Here refers to the enterprise leadership team members can't lower their role status, and can't do things that don't match their role status. Members of the leading group must never ignore the overall situation and only emphasize their own self-interest. The core and highest principle of all members of the leading group is to work for the benefit of the team. Assuming that team members can't do this, everyone emphasizes personal gains and losses and does not compromise with each other. In fact, the team has rotted. The leadership of an enterprise must have its own discipline, otherwise, the leadership of unity and unity of will is absolutely empty talk.

3.5 Common mistakes in team spirit leadership

Error 1: Excellent presidents have short working hours. The president changed hands, the business was turbulent, and there were problems in management.

Mistake 2: The president has no right to form a cabinet. The competent authority or the board of directors appoints the president and vice president.

Mistake 3: There is no collective leadership. The enterprise has no deputy, or has the position but no right.

Mistake 4: Split leadership. Everyone has his own interests, playing his own horn and singing his own tune, and never compromise with each other.

Mistake 5: the leadership team ignores the brain phenomenon. All the leading members are either busy with a lot of affairs or singing and dancing all day. Members absolutely believe in experience and "cross the river by feeling the stones".

Mistake 6: The leading group has no rules. The president is arrogant and selfish. Team members are proud of their achievements. They are superior to others. When members make obvious mistakes, most of them will adopt the practice of "not punishing doctors".

3.5 the essence of the team spirit of the leading team

First, create all possibilities to tie the interests of the president and the interests of the enterprise together.

Second, birds of a feather flock together. No way, there is no common goal. Resolutely implement the gradual appointment system.

Third, large enterprises must establish a leadership team that can unify their will and perform their duties, and they must never win the world by one person.

Fourth, the leading group must establish a system of decision-making communication and emotional communication.

Fifth, members of the leading group should resolutely put an end to the phenomenon of "talking without practice, doing small things and being villains".

4. Team spirit and corporate culture (omitted)

4. 1 Common mistakes of team spirit in corporate culture

Error 1: No cultural phenomenon.

Mistake 2: Culture meets people.

Mistake 3: Cultural ideal phenomenon.

4.2 the essence of corporate culture team spirit

First of all, the success of any successful enterprise and culture must also be a necessary condition for its success.

Second, in the era of knowledge economy, enterprises should not only pay attention to the behavior management of employees, but also pay attention to the cultural management of employees.

Third, use material incentives to mobilize the material motivation of employees, and use cultural incentives to mobilize the spiritual motivation of employees.

Fourth, the core role of corporate culture in enterprise development is to form cohesion and competitiveness. Whether corporate culture can play such a role depends on its psychological respect and pragmatic attitude towards employees.

Fifth, corporate culture is not an arty ornament. It needs to be composed of some systematic ideas, and more importantly, it needs to carry out persistent publicity and education on these ideas to make them deeply rooted in the hearts of the people.