What Is Team Management?

Team management refers to the formation of various groups in an organization based on the nature and abilities of its members to participate in the organization's decisions and problem solving in order to improve organizational productivity and achieve organizational goals. Basically, a group is the basic unit of an organization. The formation of various groups is better if the members have complementary capabilities and form a heterogeneous team, because they can be discussed from different perspectives to stimulate more creativity or Unique problem solving methods.

Team management

(Management Terminology)

Team refers to the formation of various groups in an organization based on the nature and ability of members' work, participating in the organization's decisions and problem solving to improve organizational productivity and achieve

The team is the core of the battle in modern enterprise management. Few companies don't talk about the team. It seems that the team is a panacea for the enterprise to become bigger and stronger. As long as the team building is fast, there will be bright future. A team is a good thing, but what kind of team is a good team, how can we run a good team? However, many enterprise managers are not very clear, so many disadvantages appear in the process of enterprise team building. For example, it is difficult to produce a good team from the theoretical work to the team operation. No idea can be clinging. If clinging to rigidity, it will transform into formalism with bad consequences. This problem exists in the team building of today's enterprise managers, and it is inappropriate to regard the team as the supreme criterion for the construction of corporate culture. It is not in line with the reality of diversification.

How should an excellent enterprise manager manage employees? The reason is also very simple, that is, to create a condition for employees to make the best use of their personalities to do their best work. It doesn't have to be teamwork, it's too rigid. Although companies also promote innovation, if managers place too much emphasis on teamwork, the employees' innovation spirit will be suppressed. Suppressing individuality is suppressing innovation. Where can innovation without individuality be? In the extreme, corporate managers must beware of fascism in team building. Teams are needed. Enterprise managers must follow a principle while team building, and can not suppress the personality of employees. Within the team, corporate managers need to give employees full freedom, say a few minorities and obey the majority, and know that smart people still make up the minority in the world.

Enterprise managers should emancipate their minds and have a variety of thinking. Different companies have different teams. It is necessary to build a team that meets the internal requirements of the enterprise, and to be flexible and change everything. If the business is labor-intensive, you can build a highly disciplined organizational team. If the company is a knowledge-intensive company, it is necessary to manage employees with liberalism. It is most important to build a team with the best talents. It is not strictly a team, and it is not necessary to emphasize the team. The personal creativity of employees must not let the team restrain the employees' minds. Of course, the discipline and cooperation that are required are also essential. If the company has both creative and operational employees, the focus of team building can be on operational employees. One thing to note is that the smarter people are more inclined to individualism. In this case, business managers must pay attention to the target.

Team management-hundreds of years of bureaucracy

Enterprises pursue continuous growth and continuous improvement in performance. To continuously improve performance, companies must promote the continued growth of the organization. Only if the organization continues to grow can the company continue to achieve high performance. For an organization to continue to grow, an enterprise must promote work teams at all levels to create "high-performance teams." A "high-performance team" is the focal point for the balanced development of individuals, teams, and organizations.

team

Although people have seen the great success of team applications in organizations, most people can agree with this, however, when they encounter problems using the team approach themselves; when they manage the team themselves, it is also Most of these people are unwilling to rely on the team. Although people are surrounded by evidence demonstrating the importance of the team in managing performance change for optimal performance, many people have to downplay, forget and openly doubt the choice of the team when they encounter performance challenges. One cannot fully explain this resistance, and one should not say whether it is "good" or "bad". But this resistance is powerful because it is ingrained

Team work is different from normal work in that it is a process of managing conflicts. Looking back at the five conflicting contradictions in the team work process, managers must understand, accept, and balance these conflicts as much as possible.

(A) accommodate the differences and collective consensus and goals of the individual

The first contradiction is the need to accommodate individual differences and achieve collective consensus and goals. Team effectiveness often requires mixing different individuals. In order for a team to benefit from diversity, it must have a process that allows different voices-perspectives, styles, priorities-to be expressed. These different voices actually bring about openness, which inevitably leads to conflict and even competition among team members. Too much conflict and competition will lead to a "winning and losing" problem rather than a cooperative approach to the problem. The purpose of this is to gather the differences of individuals, thereby motivating them to pursue the common goals of the team. An effective team allows individual freedom and diversity, but all team members must adhere to appropriate subordinate goals or team schedules.

(2) Encourage support and confrontation between team members

If the diversity of team members is recognized and different perspectives are encouraged, the team needs to develop a culture of mutual encouragement and support among members. In this cultural environment, there is cohesion among team members. They are really interested in what other people think, they want to hear and distinguish what is being discussed. They are willing to accept the leadership and influence of other people with expertise, information or experience and current tasks or decision-making. However, if team members are too supportive, they stop fighting each other. In a very cohesive team, when opposing opinions, the strong norms that protect harmonious and friendly relations will develop into "holistic thinking". Members will suppress their personal thoughts and feelings and will not criticize each other And action, at this time pay a considerable personal cost.

Speaking of team management and team culture, the company talked about the norms and sense of belonging, as if the domestic team had to surpass Huangpu and reach West Point. In fact, the Chinese market, which is only 20 years old, is still relatively fragile, and foreign teams must be abandoned

The team lacks key skills and knowledge and solutions;

Incoherent team planning;

The arrogance of team members;

Unclear division of labor and unclear personnel responsibilities; the team always pursues short-term goals;

Teams often have chaos members;

Lack of habit of teamwork among team members

Improve team development capabilities

Let all members share all relevant business information (except business secrets), and ensure that the team members fully understand the information; strengthen the team's ability to find and solve problems; improve the team's overall decision-making ability.

Grow in lessons

If the team has made the wrong decision, the project leader should sit down with the team members, reflect on the cause of the error, and emphasize what can be learned from this lesson. Don't blame anyone or abuse your authority, just tell the team about the negative effects of this wrong decision, and let the team study what they have learned and what measures can be taken to ensure that such mistakes do not happen again.

Avoid short-sighted behavior

Make sure that all team members have a basic understanding of the organization, its goals, and its structure. Without the basic knowledge of the team members, it is naturally difficult to realize the potential impact of a resolution on other teams and the entire company. The stronger the global view accepted by the team members, the more they will consider the whole work when making decisions, and the more they can overcome the myopia tendency.

The courage to cut a knife quickly

To maintain a certain level of competitiveness in today's era, operating agencies must be decisive when making decisions and implementing decision plans; any delay will have serious consequences. When the decision is completely deadlocked, the question should be asked: "What are the consequences of not making a decision today?" Or "If we cannot make a decision today, what will happen to things?" Normally, do not do The consequences of any decision are more serious than actions.

Addressing resistance and resistance

The characteristics of technical personnel determine that their requirements and guidance for project leaders generally have resistance or resistance, especially in the early stages of team development. Project managers should understand this, and the best strategy to overcome the team's resistance is to focus time and energy on how to achieve the project goals. Under this premise, fully motivate the team members.

Priorities and capabilities

The project leader may not be a technical expert, so the work focus of the supervisor is to mobilize the enthusiasm of team members and create sufficient conditions for solving technical problems. A team that lacks basic technical skills is prone to problems, and a team that has a good foundation but does not continue to acquire and use new knowledge will also be in trouble in the future.

I. Team atmosphere

Although everyone's product line and sales line may be different, after all, they are a team. They can't do it separately because of this. This can only produce the effect of 1 + 1 = 2, and cannot be called a team. The so-called team management means that the team must be integrated into a very united atmosphere, and they can communicate well with each other, especially in matters of work. Of course, things in slow life can also be added.

Second, grasp the customer

In fact, the most important thing in sales is not the product, but the customer. As an office, in fact, our area is limited, so the customers in this area are basically fixed, large, medium, and small, which are basically fixed and have little change. Well, these customers may cooperate with us on one or more product lines. Do we want to list these customers, especially those who have not cooperated with a certain strength, because our office can basically Products are sold, so there is a lot of scope to communicate and negotiate with customers. This product does not work. Maybe another product is acceptable to the customer, and then you can talk slowly from one product and gradually change. Into two products, or even more products to cooperate, on the one hand, it increases the closeness of cooperation between customers and the company, and on the other hand, drives overall sales.

Product training and sharing

The office has limited staff. In fact, our number of customers is also limited, so we will easily find a more appropriate time, especially 1 hour before work. At this time, we can check the company's product line, this product. There is a training on line operation specifications, price policies, and step conditions. In this case, on the one hand, it is to improve ourselves and expand the knowledge, and on the other hand, it increases the chance of closing. Many ambiguous or customers who do not report the hope of sales may With familiarity with the company's various product lines, we can facilitate the closing of this business, which can also achieve multi-product sales, and expand sales of each product.

Fourth, make full use of back-office personnel

To separate sales from back office, the job of sales is to develop new trading opportunities, and the job of back office is to maintain the old trading opportunities and find cooperative trading opportunities among existing customers. In fact, telephone and Internet sales have a lot of power. Is it necessary to have a CALLOUT assessment for internal staff, and even set rewards and penalties. As an office worker, I believe that the other party must not be a bad-tempered person, must not be a lazy person, must not be a careless person, and must be a quiet and careful person who is hardworking and not too lazy to communicate, so a good office It is also very important. Sales should often visit customers and maintain customer relationships to find new opportunities, so the maintenance of sales must rely on constant telephone calls to communicate customer needs and ask customers for products they work with (this job must be done at least once a day for each customer), And promote some of the company's low-value products, but the use and use of a large amount of products, to promote transactions and reduce sales workload.

In fact, there are a lot of things mentioned above. In simple terms, small team management: 1. Good relations, the most effective are dinners, outings, etc .; 2. All customers are tough, and find the right people and products to reach cooperation with customers; 3 Co-training, learning and common progress; 4. Let the back-office work quickly and the sales run.

In modern enterprises, teams appear as departments, and the company can also be compared to a large team. The boss is the leader of this team. The team is made up of members of more than one person, so the members of the team will have different personalities and thinking patterns, talents, behaviors, etc. In fact, it is difficult for enterprise managers to see that all factors are the same Team of members. The following is a brief introduction to how enterprise managers do team management:

1. Position and responsibilities of each member should be clearly separated. This can avoid confusion of functions among team members, cross-intervention of work, and repeated construction. Positioning and responsibilities are best quantified to the point, specific to a single task, so although it takes some effort, the effect will definitely be seen. In particular, enterprises with complicated organizational structures in some departments have ambiguous responsibilities and functions, which can easily lead to phenomena such as playing football and duplicating work. For example, in a team, there are both planning and planning, as well as strategies and copywriting. The job content of these positions is somewhat similar. If the manager of the company does not clearly define the duties and functions, the members may not be motivated to work and the work direction may be blind. Repeated construction and other serious issues.

2. To understand the personality and talents of each member, and to make good use of the person, you must understand what this person can do, what specialties they have, and the characteristics of their behavior. Enterprise managers can learn from life and work. Of course, life is about gossip, entertainment, eating and eating. Work can be reflected in the members' past work experience, talking, and performance. After a brief contact and communication, an experienced enterprise manager can quickly understand the character of the team members.

3. Team goal guidance. When a team is operating, the team itself must have a clear positioning. What does this team do and what are they running around? If it is a single project team, the enterprise manager should clearly explain the project to the team aims.

4 Have a set of management systems and work processes. As the saying goes, if there is no rule, there is no perfect circle, and a team should have a rule that everyone should follow. Many enterprise managers hate the construction of the management system, and find it a bit tedious and redundant. In fact, otherwise, the enterprise management system is a subsidiary judgment standard and a guarantee system for the orderly operation of the work. No one will operate the intelligent machine on its own Processing, this is because the guidance system of fixed program operation is implanted, so the team with the system is the same.

5. To manage the team well, you need a proper performance incentive system. Each company's management model is different, but to drive each team member forward, there must be motivation, but it is worth noting that the performance incentive system is personalized. From the perspective of the market, each team member is regarded as the consumer of the enterprise manager. In practice, each consumer's needs are different. Therefore, the incentive system should also be formulated by understanding the needs of members.

1. Artificially create barriers and distrust subordinates;

Second, the policy is changeable and not sustainable;

3. Only subordinates are required, not themselves;

Four, casual, simple solutions to difficulties;

Fifth, make blind decisions;

6. Impatience and no concentration;

7. Not good at listening to opinions and being self-centered;

Eight, personal interests come first, care about temporary gains and losses;

9. Release your pressure completely to your subordinates.