(Problem solving team)
This kind of team is actually an informal organization, usually including seven or eight or a dozen volunteer members, who can come from different teams in a department. Members meet once or several times a week for several hours each time to study and solve some problems encountered in their work. For example, quality problems, productivity improvement problems, operation methods problems, minor transformation problems of equipment and tools (making tools and equipment more convenient to use) and so on. , and then put forward specific suggestions and submit them to the management decision-making department. The biggest feature of this kind of team is that it only puts forward suggestions and plans and has no power to decide whether to implement them. This kind of team was widely adopted by Japanese enterprises for the first time in 1970s, and achieved great success. The QC team in Japan is the most typical example of this kind of team. This method has played a great role in improving the product quality, production system and productivity of Japanese enterprises. At the same time, it also plays a great role in improving the enthusiasm of employees and improving the relationship between employees and operators. This idea and method was first brought by Japanese companies to their joint ventures in the United States, and it has also been successful in local workers in the United States. Therefore, other American enterprises began to follow suit, and then extended to other countries and enterprises, and began to study and summarize this method in management theory.
Goal-oriented team
(Special Purpose Team)
This kind of team is established to solve a specific problem and achieve a specific goal, for example, the development of a new product, the introduction and evaluation of a new technology, labor relations and so on. In this kind of team, its members are both ordinary employees and managers related to the problem. Managers in the team have decision-making power and can report directly to the highest decision-making level. Therefore, their work results-suggestions or plans can be implemented. In other words, they are actually carrying out a plan, that is, carrying out a practical work. This kind of team is not a permanent organization, nor is it for daily work. It is usually only for one-time work, so it is actually similar to a project team (a common organizational form in project management). The characteristic of this kind of team is that it is easy for ordinary employees to communicate with management, so that the opinions of ordinary employees can be directly reflected in decision-making.
self directed work team
(self-management team)
This is the most complete team work. The above-mentioned 1 method is an informal organization, whose goal is only to improve the tasks in the original program, rather than to establish a new program, and has no right to make decisions and implement plans; The second way is mainly to complete some one-off work, similar to project organization. In a self-management team, several people (a few to a dozen people) form a group and work together to complete a relatively complete job. Team members decide their own task allocation methods and task rotation, and assume their own management responsibilities, such as making work progress plans (personnel arrangement and rotation, etc.). ), procurement plan, and even temporary employment plan, determine the way of work. In this team, there are two important new concepts:
1 employee empowerment. That is, the decision-making power and responsibility are decentralized to every ordinary employee. As mentioned above, in the past, the way of task assignment, work progress plan and personnel employment plan were decided by managers of different levels and departments. Now, these rights are given to each team member, and at the same time, the corresponding responsibilities are also borne by them.
② Tissue remodeling. This kind of organizational restructuring is actually the inevitable result of giving power to every employee. After adopting this working method, the original group leader, section chief, department head (department director, department manager, etc.) and other middle managers. ) It is almost unnecessary, and their roles are all assumed by the team members themselves, so that the whole enterprise organization becomes less hierarchical and "flat". This kind of teamwork has only begun to appear and be adopted in recent years. This method has achieved great success in American enterprises, and there are many successful cases in manufacturing and non-manufacturing industries.
Question 2: There are several forms of communication channels for the team communication channel values of Times Guanghua in enterprises, including formal and informal ways. Formal communication channels are generally vertical networks that follow the rights system from top to bottom. Informal communication channels are often called the spread of rumors, which can flow freely in any direction and are not limited by power levels.
Formal communication refers to the information transmission and exchange within the organization system according to certain organizational principles. For example, transfer documents, hold meetings, and exchange information between superiors and subordinates on a regular basis. In addition, tours, technical exchanges and market surveys organized by groups are also listed here.
The advantages of formal communication are: good communication effect, seriousness, strong binding force, easy confidentiality, and the authority of information communication can be maintained. Important information is generally transmitted in this way. Its disadvantage is that communication is rigid and slow because it depends on the transmission of different levels of organizational systems.
Informal communication refers to a way of exchanging and transmitting information outside the formal communication channels and giving back to each other in order to realize the interests and goals of both parties. The choice of communication channels is free and there is no organizational supervision. For example, members of the group exchange views privately, get together with friends and spread rumors and gossip, all of which are informal exchanges. Informal communication is an organic supplement to formal communication. In many organizations, most information used in decision-making is transmitted through informal information systems. Compared with formal communication, informal communication can often adapt to the changes of the situation more flexibly and quickly, omitting many complicated procedures; Moreover, it can often provide a lot of information that is difficult to obtain through formal communication channels, and truly reflect employees' thoughts, attitudes and motives. Therefore, this kind of incentive can often play an important role in management decision-making.
The advantages of informal communication are that the form of communication is informal, straightforward and fast, and it is easy to know the "inside information" that formal communication is difficult to provide in time. The basis of informal communication is good interpersonal relationship in the group. Its disadvantages are: informal communication is difficult to control, the information transmitted is inaccurate and easy to be distorted and misinterpreted. Moreover, it may lead to small groups and small circles, affecting the stability of people's hearts and the cohesion of groups.
Question 3: In team decision-making, what are the main communication methods that need to be led by one person, reviewed by group voting and decompressed by remote video conference?
Question 4: team management communication skills which managers set an example?
Managers hope to create a healthy and positive communication atmosphere, but ignore that they may be obstacles to communication. The leaders of many enterprises are self-centered and condescending because of their power and status, and lack sincerity in communicating with employees. Communication is a fair and objective process. The arrogant attitude of managers can't get the real feedback from employees, which makes the communication between the two sides unbalanced. In the end, not only can effective communication not be realized, but it may even have an impact on the whole team, causing a vicious circle and endangering the whole team. If an enterprise wants to create an atmosphere of effective communication, leaders should first set an example and gradually extend their ideas to all aspects of the organization.
Have a unified value system
In a team, differences in personality, beliefs, attitudes towards people and things, functions and other factors will cause differences, and if these differences are not handled properly, they will cause great obstacles to corporate communication. The main factor causing these differences is the difference in values between people. Under the same conditions, two people with different values will have different behaviors. For example, in the case of imperfect rules and regulations, A may improve its own system and be strict with itself according to the improved system; B may take advantage of loopholes in the system to reduce workload or seek personal gain. Ensuring that employees have unified values can reduce differences among team members and make communication smoother.
Good corporate atmosphere
The story of "Meng Mu's Three Movements" is a household name in China: Monk's mother moved many times to choose a good educational environment in case he failed in school. Business leaders should also create a good working atmosphere for employees like Meng Mu. First of all, we should create a fair, just and free corporate atmosphere, especially between leaders and employees; Secondly, it is necessary to ensure the sincerity and trust among team members, and only in this way can the accuracy of information be guaranteed; Finally, we should embody the people-oriented thought. Only by respecting employees will employees be willing to communicate with enterprises.
Shorten the information transmission chain
Some employees always deviate when executing orders, which is often due to the complex organizational structure of enterprises. The information starts from the board of directors, goes through the general manager, deputy general manager, department manager and grass-roots employees. Because the information transmission chain is too long, the position of the information transmitter in the organization, the expressive ability and the understanding ability of the information receiver may all lead to information deviation, which makes the implementation of employees inconsistent with the original intention of the information publisher. Therefore, in order to ensure the effective transmission of information in the team, we should try to shorten the information transmission chain.
Broaden communication channels
Communication channels in enterprises are often divided into formal channels and informal channels. Formal channels are usually used to convey important information and documents or make organizational decisions, which can ensure the authority of information, while informal channels are not supervised by organizations, and their forms are changeable and straightforward. In addition, enterprises should also expand communication channels, establish downward communication channels, upward communication channels and horizontal communication channels, so that managers and employees can actively communicate and ensure timely feedback of information.
Question 5: What types of members does an efficient team generally include? A good team usually has five characteristics:
1. Every member of the team has basically the same time to speak and listen, and everyone's opinions are very concise.
2. Team members communicate face to face, and their words and gestures are positive and powerful.
3. Team members are in direct contact with each other, not just with the team leader.
4. Team members also communicate informally or privately.
5. Team members regularly separate, go outside to explore resources or information, and bring the information back to the team.
The research data also shows that the thinking ability and intelligence of individual members are far less important than people expected in terms of team success. Therefore, the best way to build an excellent team is not to select smart and excellent members, but to know how to communicate among members and guide the team to adopt a communication method conducive to success. High-performance teams should perform well in communication vitality, member participation and outward exploration, so that it is easier to stimulate the potential of each member.
An excellent team should be a group of people with the same goals, values, interests, cooperation and fighting, sharing weal and woe. The effectiveness of a team depends on three conditions: trust among team members, team identity and team effectiveness. In order to cultivate the team's work efficiency, managers should understand and adjust the individual emotions and team emotions of members, as well as the external emotions of the team.
Cohesion is the decisive factor of team success, so that Qi Xin can make greater achievements for Qixin together. The same is true of the team within the company. Company leaders should be clear that no team can be above the company. At the same time, company leaders should respect the fact that people are more loyal to their team members than other team members. A wise boss will try his best to strengthen the cohesion of the team, stimulate everyone's potential and benefit the whole company.
In order to build an excellent team, an ambitious leader should not be satisfied with only achieving huge economic returns, but should strive to achieve high performance in three aspects at the same time: creating long-term economic value, bringing huge benefits to a wider community, and building strong social capital in the organization. Although many leaders do well in one aspect, what makes ambitious leaders different is that they can make the organization perform well in all three aspects.
What are the characteristics of an efficient team?
Question 6: Which of the following behaviors is the main method of team management (1) to strengthen the planning of work?
Planning is the overall planning of the whole project schedule. Broadly speaking, the plan includes three stages: making the plan, implementing the plan and checking the implementation of the plan. It is based on the actual situation inside the organization, weighing the subjective possibility of objective demand, and through scientific prediction, it puts forward the goals that the organization will achieve in a certain period of time in the future and the methods to achieve them. That is WHAT we usually call 5W 1H: what to do (what), WHY to do it (why), WHEN to do it (when), WHERE to do it (where), WHO to do it (who) and HOW to do it (how). When making a plan, we should pay attention to the comprehensiveness, rationality and enforceability of the plan, fully mobilize the enthusiasm and creativity of the whole team members, and achieve correct goals, specific division of labor and clear responsibilities.
The premise of a good plan is to make a reasonable prediction of the possible situation in the implementation process and make a relative plan. A comprehensive and reasonable plan is the prerequisite for the smooth progress of the whole project. Making a comprehensive and reasonable plan marks that the project has been half successful. In order to make the scheme comprehensive and reasonable, it is required that the team members fully discuss and negotiate when making the scheme, so as to arouse the enthusiasm of the team. The comprehensiveness of the plan includes not only all the key points of the whole project, but also the person in charge of each element and the completion time, so that the team leader can track the specific progress of the project. The feasibility of the plan means that the plan should be realistic and feasible, not just superficial. It seems very detailed, but it can't be implemented.
Gantt Chart and MicroSoft project, the project planning software of Microsoft Corporation, are commonly used to make project plans. Both methods include basic contents such as project content, responsible person, target completion time and actual progress.
(B) to strengthen the effective control of the team
Team activities are to achieve team goals. After the goal is determined, it will be decomposed layer by layer and implemented in all units and even individuals of the organization. How do managers know whether the work of these units and members contributes to the realization of the goal? This requires control of the work. Control is the supervision of the plan, the tracking and improvement of the management progress, and the timely correction of the deviation, including the deviation of the plan formulation and implementation. Control refers to the process that supervisors or team leaders measure, measure and evaluate the work of team members and take corresponding corrective measures. Therefore, control includes three basic steps: setting standards, measuring effectiveness and correcting deviations. In the process of making the plan, even if the team members have fully discussed and made detailed and specific arrangements, there will still be some unexpected situations and contradictions in the process of implementing the plan, or due to changes in environmental conditions, appropriate adjustments need to be made. Therefore, it is necessary to supervise and inspect the implementation of the plan in time, and adjust and correct the deviation in time when found. The purpose of adjusting and correcting deviations is to better implement the plan. At this time, the control work not only ensures the implementation and completion of the plan, but also produces new plans, new targets and new control standards in the management system. By controlling the work, we can provide useful information for team leaders and all members, so that they can understand the implementation process of the plan, the deviation and its size, and analyze the reasons for the deviation accordingly: for those controllable deviations, the responsibility should be investigated and corrected through the organizational structure, and for those uncontrollable deviations, the plan should be corrected immediately to make it conform to the reality. A management scientist once pointed out: "Under special circumstances, a complex plan may go wrong, and the control system should report these abnormal situations, and it should also contain enough flexible elements to maintain the management control of the operation process in case of any abnormal situation." No matter the formulation, implementation and control of the plan, it is inseparable from the mutual coordination and understanding of team members and the team spirit. Only by giving full play to team spirit can the project proceed smoothly.
Therefore, during the implementation of the plan, the implementation status of the plan should be updated regularly and timely, and all team members should be informed so that all team members can know the progress of the whole project. This status update can be carried out in the form of regular group meetings, which can fully mobilize the participation consciousness of team members, brainstorm and do their best, and give full play to the role of team spirit in project management ... >>
Question 7: Which of the following factors has the greatest influence on team communication? Teacher Guo Hanyao, a senior training expert in marketing management blog forum, pointed out:
(A) team communication
All forms of communication within a team are team communication.
(B) factors affecting team communication
1, role sharing among team members
(1) Active roles: leader, founder, information seeker, coordinator, evaluator, follower and bystander. (2) Negative roles: stumbling block, boaster, dominator and evader.
2. Written or default norms and practices in the team.
3. Personal style of team leader
4. Team decision-making mode
(1) Silent type: Some suggestions are abandoned without discussion, and almost no communication occurs;
(2) Authority: Members can discuss issues, but ultimately the leaders have the final say. It is not easy to get creative ideas in this way;
(3) Minority joint type: the decisions made by a few people in a group are not fully communicated within the team;
(4) The minority is subordinate to the majority: this is a widely used team decision-making model;
(5) Consistency: Through open discussion, fully consider all different viewpoints;
(6) Full agreement: All members fully agree or support a certain point of view.
5. Team size.
The larger the team, the more diverse the available information, skills, talents, backgrounds and experiences, but correspondingly, the less opportunities for individuals to participate. Research shows that in a large-scale team, people with great power and power dominate the time available for communication.
Question 8: The importance of team communication. When you were a child, you may have heard the story of three monks: there was a monk in the temple who made his own decision and made it very comfortable; When there are two monks in the temple, it is also good to consciously carry out division of labor and cooperation through consultation; But when the third monk came to the temple, the problem appeared. No one refuses to obey anyone, and no one wants to do so. As a result, everyone has no water to drink. When we first read this old fable, we knew the importance of unity. In fact, this fable can also be regarded as a case of project management. It reflects the problem that the result of insufficient teamwork is not as good as that of working independently or signing a contract as a partner. Because it is impossible for a team to cooperate with each other in the form of a contract. But the real problem is that, due to the limited personal ability, a project team composed of many people must be established when implementing a project. Whether this project team can work in harmony will determine the success or failure of this project. The most interesting thing about this fable is that both need communication and coordination. Why can two people reach an agreement, and more than three people will be chaotic? Is it just the increase in the number of people that leads to disagreement? It should be said that this involves three basic factors of teamwork: division of labor, cooperation and supervision. One person and two people together, these three factors are easy to meet the requirements, so it is not easy to find problems. Once there are more than three people, these factors will immediately highlight contradictions. In order to solve these contradictions, only by tracing back to the source can we clarify the three elements. Let's analyze the problems one by one. Division of labor: If one person can finish the work, the project manager will generally assign someone to take charge. There is no division of labor when individuals work independently. In the cooperation of peers (two people), through equal consultation and communication, the workload and work content can be effectively distributed. However, for a large-scale project team with many members, it is obviously difficult to reach an effective and satisfactory scheme through equal consultation and communication in the distribution of workload and work content. Even if the project manager can arrange coordination, it itself requires the project manager to understand teamwork. Cooperation: Division of labor requires cooperation, that is, mutual cooperation. In peer cooperation, due to the simple composition of personnel, the difficulty of mutual cooperation, coordination and communication is far less than that of teamwork. However, in a large project team, it is quite difficult to cooperate with each other because of the differences in members' backgrounds, the complexity of interpersonal relationships and the unfamiliarity with each other's work. Supervision: As a means of cooperation, supervision exists mainly because of the relationship between cost and benefit. Explain it with the concept of western economics: that is, any rational person wants to achieve the maximum benefit at the lowest cost. Reflected in a large project team, any member of the project team wants to spend the least energy to complete the set tasks, and the way for them to save their own work costs is to let other team members undertake the work that should have been completed by themselves. Therefore, without effective supervision, all project team members will cut corners and make the project a complete failure. This is particularly evident in the cases of three monks. When individuals work independently, all the work costs must be borne by themselves, so there is no possibility for others to share. In peer cooperation, mutual supervision can be simple and effective, so there is less possibility of problems in this respect. Therefore, it is very important to establish good teamwork in large-scale project teams. Therefore, in the process of managing a project, teamwork is obviously an important link that cannot be ignored. When dealing with the problem of teamwork, establishing a reasonable and perfect team mechanism is the first problem to be solved. The so-called team mechanism, simply speaking, is the regulation of division of labor, cooperation and supervision of each member of the team. While establishing a series of rules and regulations, it focuses on establishing the "identity" of team members. And this identity is actually the embodiment of its team responsibility. Therefore, a perfect and reasonable team mechanism focuses on the reasonable division and regulation of the responsibilities of each member of the team, that is, to determine a reasonable "team identity" for each member of the team. So that the project manager and team members can find their own coordinates in the whole project. Then, under the premise that the team mechanism has been established, how to establish good team cooperation in the process of project management? >>
Question 9: What is team communication? What are the factors that affect team communication? My understanding of team communication is to build the consistency of team slogan and team style, so as to improve team cohesion! Shenzhen navigation management information-performance improvement consultant around you