How does the department manager manage the team? In the workplace, the strength of a team is very strong, and only good management can make the whole team play its due strength. Next, I will show you how the department manager manages the team.
How does the department manager manage the team 1 First, the department manager should have a vision and a pattern.
When you are a department manager, you are in charge of a department and lead some colleagues who finish the work with you. Therefore, we should clarify the responsibilities and positioning of this department, and then plan the development of this department in three to five years. Resolutely avoid doing only the current thing and consider the current layout.
Sorting out the positioning, objectives and three to five-year plans can not only clarify the development route of the department, but also form the vision of the whole team, so that everyone can work together in Qi Xin.
Second, build a talent echelon around the vision and development route.
Everything is done by the right people. It determines the development direction and route of the department. The next step is to reach a well-planned plan, and to realize the plan, it is necessary to establish a suitable team structure. Team structure must be combined with your plan, and avoid planning only on the current things.
Third, guide and discuss core business development ideas with team members to promote business progress.
If you are a professional in business development, you should bring your team to develop and progress together; If you are an outsider, you should establish an appropriate incentive mechanism to effectively promote and support talented people to lead the progress of this cause. Don't be an obstacle to business development.
Fourth, be kind to your subordinates and colleagues.
Be sure to treat your subordinates with care. If something happens, you have to bear it for them. Let everyone know that you hope everyone will make progress and have hope under your leadership. Instead of them becoming stepping stones to your achievements, you can only achieve your subordinates.
5. Actively receive questions and feedback from the team, promote coordination among company leaders, departments and departments, solve problems in time, and help employees complete tasks and goals.
As a leader, you help people solve problems. When subordinates encounter problems that need your coordination, they should stand up and coordinate. Of course, for the first time, you can lead your subordinates to coordinate and solve problems together. After that, you can also encourage your subordinates to learn your coordination methods, improve their coordination ability in the company and help them grow. The more you do, the less likely your subordinates will need your help.
Six, the establishment of an open cultural atmosphere (that is, pointing out each other's shortcomings and making progress), public performance feedback (either assessment or feedback).
In my years of work experience, making good use of performance can get twice the result with half the effort. Make good use of performance, not only for assessment, but also pay attention to feedback, make performance public, guide everyone to establish methods to point out shortcomings and advantages, and give you specific suggestions. When you establish such a communication culture, your team will let you see unexpected accidents.
Be a manager who loves thinking and learning.
As a manager who leads everyone to make progress together, first of all, you should let everyone see that you are making progress. There will be a lot you don't understand, but you are learning and making progress.
As a manager, you must think more. Think we can do better. See if there is a faster way. For employees, his thinking time is certainly not as much as yours. It is because you think too much that you know what can be optimized, what is the core essence of the department, what is wrong, and so on.
Eight, timely convey the company's expectations and encourage all employees.
At work, we often pass on the requirements of the company to employees. Ignoring the timely delivery of the company's praise and expectations to each employee, and timely delivery of relevant information to each employee, so that they can think and pay from the perspective of the company and the department, can reduce your usual management work.
Secondly, because you report to the leader or company on behalf of the department most of the time, employees can't participate in the company's discussion and decision-making process on this matter. So you need to convey the praise of the company to the employee in time, so that he can feel the sense of accomplishment in doing this.
How do department managers manage the consistency of team 2 1, personality and collective goals?
We know that an effective team often needs to integrate different individuals to exert their strength, so it can tolerate individual differences and achieve collective and consistent goals. No two people in the world are exactly the same. Even if they live under extremely strict rules and regulations, they will inevitably release unique energy and brilliance. Employees are individuals with their own goals, and the unified team spirit is to integrate them with the collective goals.
In order to benefit from the diversity of team culture, you must have the mind and ability to allow different voices-opinions, styles, priorities-to express. These different voices exist under the same banner, which actually brings openness to the team, not the danger of division. However, this will inevitably lead to conflict-team members will compete. There are too many personalities, the thinking of unified identity is divided, the ability to solve problems in cooperation is reduced, there are too many internal conflicts and competitions in the team, and the internal outcome overrides the team outcome, which has become the main problem. If the personality is so presumptuous, the team will face destruction. Unified team spirit can gather all individual differences and motivate them to pursue the same goal of the team. An effective team will allow individual freedom and differences. But in any case, all team members, they must abide by the team's timetable and appropriate subordinate goals.
2. Encourage confrontation and mutual assistance among team members.
The development of the team needs healthy competition among members and mutual assistance under the unified banner. Internally, diversity needs to be recognized, different views need to be encouraged, and members should also encourage and support each other. In this cultural environment, there is a kind of cohesion. Like the earth, the inner core also has a kind of suction, and everything around it is tightly attached to the crust.
Every member is really interested in other people's ideas, and wants to listen to each other's views and distinguish what they are talking about. They like better leaders and get close to those who have professional knowledge, information or experience and are related to current tasks or decisions. This is the side of mutual assistance and support. Under the guidance of unified team spirit, they are a real family. A good team, fighting side by side as a family. But if you support each other too much, the confrontation between members will stop, and the relationship between them will become the supreme first principle. At this time, the crisis came. We can often see that in those teams with strong cohesion, there will be a tough norm to protect their relationship, which will become a whole concept. Instead of criticizing and attacking each other, people unite against all new ideas.
When the team makes a decision, there will be no disagreement, because no one wants to create conflict or have a hard time with another person or others. At this time, the vast majority of members of the team have become the old school of change. If the leaders at this time want to change this situation, they need to pay considerable personal and team costs. If this situation continues, team members are likely to feel depressed and frustrated, and they will only want to "go their own way" instead of really solving the problem. An effective team should find ways to allow internal members to confront and conflict, but not to harm the interests of the team.
3. Team spirit serves team performance.
When you become a manager or occupy an important position in a team, it is necessary for you to keep in mind a basic principle: nothing is more important than performance, whether it is an individual or a team. Achievement is the foundation of team survival and the most powerful weapon. Therefore, in the third aspect, no matter how the team spirit changes and how it is shaped, it is all about performance service. Excellent performance stems from extraordinary team spirit. The latter is the source of the firm rise of the former, while the former is closely related to the latter. We know that excellent team spirit is the real core competitiveness of a company or a department. But at the same time, we should also be very clear that without the guarantee and reward of performance, the unique team spirit is just a short rainbow, which can't last long at all.
4. The importance of balance: give consideration to the authority of managers and the autonomy of team members.
Good team spirit can help you strike a very delicate balance between the authority of managers, the judgment of team members and team autonomy. The authority of managers is ultimately responsible for performance, so they can gain control over team members and master the power of life and death. On the other hand, team spirit ensures the necessary personality of members and allows them to gain more and more autonomy under the protection of a team culture. With the existence of team spirit, managers must abide by a culture and a timetable with team members. An effective team is flexible in management and can find a very good balance between the authority of managers and the most suitable team solutions. In fact, in a company with perfect functions, especially strong team spirit, there is a high degree of trust among employees, and managers often don't have to discuss or explain some decisions deliberately. On the contrary, there is a lack of such high trust in an ineffective team. Even if the person in charge does something that people understand best, or makes a trivial suggestion, he will be questioned or vigilant by his subordinates.
5. Triangle relationship that can't be ignored.
According to the influence of unified team spirit, there used to be a view on triangular relationship: managers, individuals and teams. These three are on the three vertices of an equilateral triangle. Managers have formal authority, they can make a final decision on a problem, but team members can use the weapon of team spirit to give themselves the capital to fight against managers. Among them, individuals are the weakest, and it is difficult for them to get the safest protection of their personality. They must completely follow the general principles. For individuals in the team, their demand for the safety of team culture is more prominent.
Under this banner, a department manager or boss must care about three basic relationships within the team: their relationship with each team member; Their relationship with the whole team; The relationship between each team member and the whole team. Any relationship will be influenced by the other two relationships. When you can't keep the balance of this triangle well, the team spirit will be destroyed first, which will inevitably lead to distrust and bad influence, and it will grow stronger within the team.
How does the department manager manage the team? How can a manager be the leader of a team?
First, find the right position.
As a team leader, we must first find our own position and clearly know what the team we lead is going to accomplish and what mission it is shouldering. And team goals should be decomposed in stages. More importantly, you must know what role you play in the team and what your strengths are. What are the weaknesses of the team? Only by combining team disadvantages with their own advantages can we achieve our goals faster. Be sure to know what kind of leader the team needs.
Second, arrange the work reasonably.
"Busy" is the mantra of many people and also the mantra of many managers. Yes, we do see managers coming and going in a hurry. What's the impact of being so busy? What are you busy with now? What things can be left for others to "busy"? What are the things you don't need to be "busy" at all? Managers should have a plan for their own work, understand the priorities in their work, learn to delegate power, and decompose some work that you don't need to be busy with yourself to the road team, so as to give full play to the management function and role of the road team. There is no need to handle everything yourself. If you are just "busy" and it doesn't work, it's no use sleeping in the middle of the night.
Third, don't let the system become a dead letter.
After the rules and regulations are formulated, they should be strictly observed. In the process of implementation, if there is any deviation in the system, it should be corrected in time, but the system must never be left aside. If you don't act according to the system, you will lose the trust of employees over time. When implementing the system, we must ensure that everyone is equal before the system and don't let employees feel unfair. We should manage with humanity instead of humanity.
Fourth, we should innovate management and not stick to the rules.
Innovation is an inexhaustible motive force for enterprise development. As a manager, don't copy other people's experience. It is unacceptable to take advantage. Don't always look at what it was like before. Old experience is valuable, but it is often not suitable for modern management. How to inject vitality into management and how to create maximum benefits for enterprises and individuals are issues that you often have to consider.
Verb (abbreviation for verb) sets an example for employees.
If you ask employees to do a good job, you must first do a good job and ask them to treat their work with what attitude. First of all, you should treat your work with what attitude. You should treat employees like passengers. When employees ask you for help, you should not prevaricate with any excuse, even if you have difficulties, otherwise, employees will lose trust in you, perhaps it is a very small thing, which will make you lose prestige in the eyes of employees.
Sixth, learn to be a teacher.
To err is human. As a manager, you should not just blame your employees, teach them methods and let them try, which is better than the approval of the general assembly and small training. Don't be afraid of employees making mistakes. When employees make mistakes, it is more effective than any punishment to try to help them bear some responsibilities. Suppose you are a teacher. When an employee makes a mistake, tell him whether you failed the quiz or the big exam and encourage him to do well in the next exam.
Seven, make a goal, let employees work together with you.
What set goals will the company strive for this year, and what will it do this quarter and this month? In order to achieve this set goal, we should make a work plan and discuss the ways to achieve the goal with our subordinates and employees, so that everyone has a direction to strive for. You should be full of enthusiasm and confidence in your work, make your subordinates and employees proud of your leadership, and at the same time actively cooperate with your work.
After making a plan, you can't stop there. You should check the implementation and completion of the plan. You must know that everyone is lazy. If you only make a plan and don't carry it out and check it, then the plan is just empty talk.
Eight, appoint people on merit, know people and be good at their duties.
You should put the right person in the right position. For your subordinates, you should grasp the advantages of his work, set his job responsibilities and scope, let him do his work freely, grant him authority, and give him full play.
9. Open your heart to employees and speak freely.
Don't be afraid of subordinates and employees knowing the difficulties in your work, open your heart and speak your mind. I remember that when I first started a management position, because I didn't understand the key points of work, the service complaints remained high, and I stopped training and was punished severely. All available means have been used, but with little effect. In my distress, I thought of organizing a forum to express my feelings. In this forum, the employees were very wronged, and I also told the whole story of my work and life. Fortunately, service complaints dropped miraculously after the meeting. Later, an employee told me that after listening to my words, I knew my grievances and felt that it was not easy for managers. Therefore, don't be afraid that employees will understand your difficulties. Mutual understanding is also very important.
X. Create a harmonious working environment
Only a good working environment can make good employees. How to create a United and frank interpersonal relationship and a positive working atmosphere is what you should consider. Where there are crowds, there will inevitably be disputes between right and wrong. We should pay attention to the gang tendency among employees, put an end to factional behavior, and never be soft on those who make things out of nothing. To create a good working environment for employees, so that every employee can work happily in the collective.
Organize some social activities in time, create opportunities and conditions for employees to communicate with each other, encourage employees to pour out their dissatisfaction, guide them correctly, and let employees work happily with the happy work method.
Eleven, endless learning, constantly update knowledge, improve management level.
To innovate management, we must have new management knowledge. It is necessary for you to take time out of your busy schedule to study. Eloquence is often exercised. Writing level is often written; Learning new knowledge every day. Don't be satisfied with the status quo, learn what you don't understand; Learn what you know, do your best, and manage with your knowledge, and the goal will eventually be achieved.