As a professional for many years, I directly give the answer: cultivate your own strength, so as to stand out, gain a firm foothold and form one's own self-interest. The reasons are as follows
1. Human attributes are sociality, collectivity and organization, which belong to the essence of human nature.
2. Because of its group and sociality, people are people living in the environment. Everyone has their own living environment and network radius. There is a saying that relying on parents at home and friends outside shows that people are group and social.
3. Because people are people in the organization, it is inevitable that some people in the organization will become so-called "Taoist priests and comrades" because of their values, personality, hobbies and many other reasons. These people are what you call cliques.
4. These so-called "Taoists and Comrades" have become their own small circles in their work, and over time they will become a group of people who reject dissidents, which will affect the normal work of the organization.
5. The TV series "Yongzheng Dynasty" Yongzheng said: What do you mean by not being a gentleman?
A gentleman does not belong to one side, which is an old saying of China. Its original intention is that a gentleman is a man, does not form cliques, does not form any clique, treats everyone equally, does not flatter, does not bully the weak and is afraid of the hard.
6. In the workplace, these people have actually committed the crime of "improper gentlemen", which will cause a crisis to the existence of organizations and units.
Case: How terrible are small groups?
Wang, the owner of a restaurant, was dissatisfied with the working attitude of the chef Lao Zhang and wanted to fire him. However, some of Lao Zhang's chefs are fellow villagers, and several people usually have a good relationship. They often work together and take care of each other. Knowing that Lao Zhang was going to be fired, several chefs in the same trade went directly to the boss and said that if Lao Zhang was fired, they would leave, too. Hearing this, Boss Wang was puzzled: How can several people's kitchens stand such drastic changes? He had to silently give up the idea of expelling Lao Zhang.
Because of the small number of people, small groups usually have more consistent interests or goals and closer internal relations than the whole restaurant team, so it is not uncommon for small groups to have conflicts of interest with large groups. Lao Zhang and his fellow chefs are a good example.
Such a small group does not seem to involve other employees, but it has intangible "potential energy", which will "start energy" for individual employees and the whole restaurant team. If the direction of energy is not consistent with the whole team, it is "reaction".
Where do small groups come from?
If restaurant operators want to solve the mystery of small groups of employees, they must first understand the opportunity for the formation of small groups. Many restaurant owners and store managers are puzzled: why should a small group be formed when the whole restaurant is a team?
Consistent interests
A restaurant has as few as five or six employees, as many as thirty or forty people, and even hundreds of people in large restaurants and hotels. In such a huge team, there will inevitably be people who are inconsistent with their own ideas and practices.
The connection between people is never without reason. Only by meeting your own needs can you establish contact with others. People are more likely to get close to those who are in step with each other, but alienate those who are out of step. Build different relationships with different people and form small groups over time.
In the final analysis, small groups are formed under the impetus of the same interests.
Diversity of interests
Of course, the interests mentioned here are not only economic interests, but also spiritual interests such as reputation, power and status. The following are some common small groups of restaurant employees:
Fellow countryman: From the same region, I feel more intimate in dialect and cultural habits, and I am more familiar with personal relationships, which is convenient for me to live in a strange environment.
The function is the same: waiters like to keep company with waiters, and chefs like to deal with chefs. The same job will have more topics and it is easier to have a common language.
Grade similarity: employees who are both managers or grass-roots employees are more similar to the pressures and accusations they need to face, and there is no gap, which is easy to form a closer relationship.
Contradictions are the same: employees who have quarreled or contradicted with the same person are easy to talk about together because they can complain without scruple.
Small group, how to break?
1, to find out why.
Know yourself and yourself. The boss should first understand the specific reasons for the formation of small groups, and understand the psychological or material needs of its members through observation and communication. These needs are often ignored or unattainable by the entire restaurant team. If the restaurant really ignores this part of the demand, then it is necessary to strengthen team building in a targeted manner so that employees have a sense of belonging to the whole team.
2. Accept the existence of small groups
Breaking a clique is not the same as breaking. Deliberately standing on the opposite side of the small group will only make the members of the small group more United and unable to solve the problem effectively.
On the contrary, in the case that small groups have become a climate, restaurant owners should stand in the middle, keep an objective and calm attitude, and realize the benefits that small groups bring to employees: give employees a sense of belonging and provide them with necessary support and help. ...
3. Change the role orientation
The backbone of a restaurant is undoubtedly a manager, such as a manager or boss. Its authority and management position cannot be easily let go, nor can small groups be above managers. However, smart bosses will turn the advantages of small groups into their own advantages. After recognizing the rationality of the existence of small groups, restaurant owners should learn to recruit these small groups into their own hands, let them serve the team building of restaurants, and make full use of their strength to promote the achievement of organizational goals.
Operators can turn a harmonious small group into a "model of group building" of restaurants, so that members of small groups have a sense of honor and pride, and at the same time they can feel the respect of restaurants. Restaurant operators can go one step further, delegate some power to excellent small groups, let small groups lead the whole team, spread the culture of mutual help small groups to the whole restaurant, and achieve common progress.