Team management is a big topic, which will be offered in comprehensive universities. I will talk about my management team experience from my own management experience, hoping to draw lessons from you.
Anyone who has studied music knows that chord is a concept in music theory, that is, three or more sounds are vertically combined according to the three-dimensional superposition relationship to realize the * * * sound of multiple sound sources and give people the enjoyment of auditory beauty. Team building is like the playing process of a movement, which can never be achieved by a single method or way. Therefore, team management should unite people with the same values, team spirit and team culture in order to play a magnificent team building movement.
One is to attract people with resources. In the team, we should rationally allocate resources, including not only human resources, but also production resources, technical resources, information resources, brand resources and market resources. We must allocate resources to each member reasonably, so that those outstanding and potential backbones can provide more resources to support and achieve the goal of retaining people.
The second is to unite people with emotions. China's workplace should still emphasize "harmony with people". Workplace relationship is like throwing a stone on the lake, and the water waves spread outwards in circles. It's like interpersonal relationships in a team. As a team leader, we must handle our inner emotions well and not generate internal friction, otherwise our performance will be greatly affected.
The third is to motivate people with mechanisms. It is not enough for team building to rely solely on resources and contacts. We also need a good mechanism to motivate people and combine incentives with constraints. The biggest core is that as a manager, you must be impartial, make a fair and reasonable evaluation of the performance and achievements of team members, and honor them fairly.
The fourth is to guide people with eyes. Team building can not only draw cakes, but also draw cakes. Without ideals, there is no motivation. Having lofty goals can stimulate the passion of struggle, just like religion, and make the team more consistent in action. Of course, don't write bad checks. Looking at plums to quench thirst hurts enthusiasm the most.
In short, the experience of a good team is playing the piano. Ten fingers must move, with stress and bass. Only by playing every note well can we play wonderful music. As the leader of the team, we must give full play to the role of each member, give full play to their intelligence, reward them and cash them in time, so as to unite people's hearts and the team will burst into great creativity.
How to write team management experience?
Team management means that in an organization, various groups are formed according to the working nature and ability of members, and they participate in organizational decision-making and problem solving, thus improving organizational productivity and achieving organizational goals.
Enterprise managers should emancipate their minds and think in a diversified way. The nature of the team is different in different enterprises. It is necessary to establish a team that meets the internal requirements of the enterprise, be flexible and not make a one-size-fits-all approach. If the enterprise is labor-intensive, you can build a disciplined and organized team. If the enterprise is knowledge-intensive, it is necessary to manage employees with liberalism. It is most important to build a team that can give full play to people's talents. Strictly speaking, it is not a team, and there is no need to emphasize the team. More attention should be paid to the individual creativity of employees. Don't let the team bind the employees' minds. Of course, some discipline and cooperation are also indispensable. If an enterprise has both creative employees and operational employees, it can focus on operational employees in team building. It should be noted that the smarter people are, the more inclined they are to individualism. In this case, enterprise managers should pay attention to being targeted.
Tips: The above contents are for reference only.
Reply time: 202 1-04- 19. Please refer to the latest business changes announced by Ping An Bank in official website.
[I know Ping An Bank] Want to know more? Come and watch I Know Ping An Bank ~
Summary of team management skills
Summary of team management skills
Summary of team management skills refers to the analysis and study of the experience or situation in a certain stage of work, study or thought, and the written materials with regular conclusions can give people the motivation to work hard. The following is a summary model of team management skills.
Team management skills summary 1
Too many things have happened around me recently. In real team management, I have too much experience to share with you.
First of all, the real leader in team management must first realize the pain and difficulties of his peers. Since you are a manager, the ultimate goal of working in a team is to make the team work more efficient and point out the direction for the team. On this basis, stand with your partner employees as much as possible, feel their difficulties and their happiness. Only in this way can we truly win the respect and acceptance of the team. You can't always think that you have the right to use the best equipment just because you are the leader at work. However, when using inferior equipment, we should consider the inconvenience and pain of subordinates and employees. We should really realize that leading an independent office is not a symbol of dignity and status, but because we need to communicate alone and know that we should leave enough face for our subordinates when they work.
Second, everyone is a talent. For employees, everyone is a talent. Therefore, in a team, never accuse an employee of being stupid. Such a simple comment hurts more than just a temporary mood. If you have respect in your heart, your word "stupid" hurts your personal evaluation of his own life. I was born to be useful. This sentence is not aimed at myself, but more importantly at your employees and subordinates. Since I was born useful, so was he. When some employees need to be laid off because of team development, the first thing to pay attention to is to discover the advantages of employees and help them build confidence. Even use his own resources as a leader to provide some useful suggestions for his personal development, or recommend him to a position that is more suitable for him. Because, he is a talent.
Third, be brave in sharing in team management. Sharing here is not only about sharing your own information and knowledge, but also about sharing your feelings in more cases. Many people think that their real leadership ability is a trick. Revealing a certain ability or trick will threaten your leadership position. Actually, it's not like this. Being willing to share can not only make the team make greater progress, but also make their unique skills stronger through collective wisdom. The team will also give back more respect for your sharing. The respect of true leaders begins with sharing and helping, not with someone's general address.
Fourth, give the team enough understanding and patience. In the most advanced human resource management, the recruitment process is the most complicated. It is necessary not only to know whether the employees' work is true through the former leaders, but also to know all kinds of problems of employees' previous positions through background investigation. In fact, the essence of these jobs is to know and understand your employees. The frequent turnover of an employee may not be because of his instability, but because his professional experience is not so smooth. The real reason why an employee wants to enter the company from a long distance may be to reunite with his wife or lover. Maybe the progress of the team is not as fast as we thought. We should really think about the reasons behind this situation and give the team enough patience.
Fifth, let employees learn to manage themselves. The magic weapon of employee self-management is to let employees learn how to plan their own work. The average team leader assigns tasks early in the morning every day. Today, Zhang San does this thing, Li Si does another thing, and Wang Wu does the last thing. At the end of the day, the leader comments on the work of the day, and whoever does well will be praised and criticized. The result of this kind of management is that leaders think about what employees will do tomorrow every day. How to evaluate. Obviously, a person's energy is limited. When the leader has more than six subordinates, the problem arises. Because he can't take into account everyone's work arrangements. Therefore, people who are not assigned will be very lucky, and those who are assigned to important tasks will complain that God is unfair. On the other hand, the jobs faced by employees will also change. The customer's temporary change of mind will make the original work plan unable to start. Employees who are initially assigned tasks may become overwhelmed or insignificant due to external reasons. The inefficiency of the team can be imagined.
I think leaders should take the time to teach employees to plan their own employees and evaluate them with results as the guide. Planning your own work is an ability. Not all employees have this ability. In order to improve the overall efficiency and efficiency of the team, as a leader, it is an initiative to teach the team to have such ability. It seems a waste of time for employees to spend an hour planning every day, but you save time on how to plan for them, and the plans arranged by employees themselves will usually be realized by themselves.
Summary of team management skills II
First, create a favorable human resources environment.
In order to build a high-performance team, the management should strive to create a supportive human resources environment, including: advocating members to think collectively, leaving enough time for everyone to communicate, and expressing confidence in members' ability to achieve results. These supportive practices help organizations take a necessary step towards teamwork, because these steps promote further coordination, trust and mutual appreciation. Managers need to build a good communication platform for this. In view of the current situation, the following measures are suggested:
1. Whether it is a departmental meeting or a plenary meeting, after the main speech, participants must be given time to exchange experiences or opinions. Managers should not interrupt everyone's communication in the middle, but should give correct guidance and record the core issues in the communication process. Those that can be explained on the spot should be given as soon as possible, and those that cannot be solved in time should be answered in writing after the meeting or highlighted at the next meeting.
2. It should become the habit of managers to encourage and praise members who put forward questions or opinions. Being able to put forward opinions, whether their opinions are correct or not, first shows that this member cares about the current situation of the team, has doubts about all aspects of the guild or thinks that he can do better. This is the consciousness of being a member of the guild. Faced with this situation, managers should have a normal heart and a grateful heart.
3. Advocate members to consider problems collectively. Exercise members' overall view and think and solve problems from the perspective of a department.
4. Members' ability to achieve achievements should be affirmed and supported in time.
Second, the pride of team members.
Every member wants to have a glorious team, and a glorious team often has its own unique logo. If this logo is missing or damaged, the pride of employees as team members will disappear. Many ignorant managers don't know the pride of team members and the spiritual motivation that formal members are willing to contribute to the team.
Therefore, from establishing the company's image system to encouraging all departments and project teams to create a heroic subculture, it will have a positive and far-reaching impact on the team's creativity.
Third, let each member's talents match the role.
Team members must be able to perform their job functions and be good at cooperating with other team members. Only in this way can each member be clear about his role, his working position in each functional process, and the previous process and the next process. Only in this way can everyone who enters the team truly become a member of the team. If this is done, members can act quickly according to the needs of conditions without anyone giving orders. In other words, team members can respond spontaneously according to the needs of their work and take appropriate actions to achieve the goals of the team.
Therefore, an efficient team needs each member's talents to match their roles, and everyone needs to go all out.
Fourth, set challenging team goals.
The supervisor's duty is to motivate the whole team to work towards the overall goal, rather than emphasizing the individual workload. If it is done well, a model worker may take the lead; However, in different working environments, this method may undermine teamwork. The correct way is to set a challenging goal for the team and encourage the teamwork spirit of each member. When people realize that this goal can only be achieved with the full efforts of all members, this goal will focus on far-reaching public morality, and some internal contradictions will often disappear. At this point, if someone is selfish, others will accuse him of ignoring the overall situation. Only in this way can we form a closer team.
Verb (abbreviation of verb) Correct performance evaluation
An effective performance evaluation system usually includes two evaluation forms: formal evaluation and immediate evaluation in daily management. The reason why enterprises want to conduct performance appraisal is to judge whether they are competent through the assessment of employees, so as to ensure the scientificity of their job matching, submission and training, which is the evaluation of performance appraisal; Secondly, we hope to help employees find out the real reasons for poor performance and stimulate their potential through performance evaluation, which is the development of eight times performance evaluation.
The work closely related to performance appraisal is how to pay salaries scientifically. As a form of recognition of the performance of all team employees, these compensation systems should first show the characteristics of "internal fairness and external competitiveness". Whether monetary reward or non-monetary reward, its purpose should be to stimulate employees' creativity and teamwork spirit.
Team management skills summary 3
As the manager of the skill development team, in order for the company to submit its core competitiveness and produce greater output, it must be clear that the focus and core of governance is people.
In addition to the subjective and objective factors of rules and regulations, the efficiency of skill development team governance is also extremely tense, that is, managers and software developers should have the subjective and objective factors of superior communication.
Governance and personnel-As the manager of the technical team of a software development company, my work focuses on:
1, first of all, mind your own business.
To be an excellent skill development team manager, you must first be yourself. As a model of the team, we should bring our excellent style to the team work, influence the software developers of the whole team, impress every software developer with sincerity, and rush into the tacit understanding of mutual assistance between teams.
Software developers will always encounter problems that they can't handle. At this time, as a manager, the most nervous responsibility is to initiate and solve problems and do a good job in command.
In order to form a superior communication and cultivate the working habit of real-time reporting and asking for instructions when software developers encounter any problems in their work, administrators can discuss with software developers for a short time and give the best way to deal with the problems.
2. Cultivate a rigorous work style.
Teamwork requires everyone to cooperate and do their best, not to play and be lazy.
The purpose of the team is to give full play to the strengths of individuals and let the team carry forward.
Let each software developer have a clear goal, control the work technology according to his own work, and know how to improve efficiency and measures to achieve the work goal.
3. Governance and communication.
Compared with the communication in other situations, the communication encountered in the management of technical teams of software companies has the following characteristics:
Communication is achieved through language or calligraphy.
B. The contents of communication include information exchange and the exchange of feelings, thoughts, opinions and attitudes.
C psychological factors play a nervous role in communication. The sender and receiver of information should consider the ideas and purposes of software developers, and the result will change people's behavior.
D, communication will present special communication barriers, which come from the distortion of information on the one hand, and unique psychological barriers on the other.
E, the reflection of software developers is the most crux.
Because the quality reflected by software developers is the only criterion to evaluate the success of communication, which is also the essential difference between governance communication and other types of communication.
4. Software company governance and people.
As a technical team manager of a software company, the focus of his work is to optimize the combination and reasonable arrangement of available configurable effective resources within the scope of governance, so as to maximize the use cost of effective resources, maximize effective governance and maximize the efficiency of effective governance teams.
So how can we get our work closer to the goal?
The soul of governance lies in its internal liquidity, the purpose of governance should be based on its external rationality, the governance system lies in its adaptability to the situation, and the root of governance lies in its own growth.
These are the characteristics of governance itself. And its characteristics are embodied in the process of managing software developers and things.
Looking back on the road taken by successful software enterprises, it is not difficult to draw a conclusion: the essence of skill team governance is the governance of software developers, because software developers are the only embodiment of governance, and software developers are also the only media that will govern things.
People-oriented is also the only starting point of skill team governance in software companies.