The elements of a team are summarized as 5P, namely, goal, people, orientation, authority and plan. There are some fundamental differences between teams and groups, and groups can transition to teams. Generally speaking, according to the purpose and degree of autonomy of the team, the team can be divided into four types: problem-solving team, self-management team, multi-functional team and active tacit team.
English: Team
English: Team
A team is a * * * body composed of employees and management. It makes rational use of the knowledge and skills of each member to work together, solve problems and achieve the same goal.
The team has several important elements, which are summarized as 5P.
The team should have an established goal, navigate for the team members and know where to go. Without goals, teams are worthless.
There is an insect in nature who likes to eat clover (also called chicken male leaf). When eating food, this insect swarms. The first one is on the second one, and the second one is on the third one. An insect leads a team in search of food. These insects are linked together like train carriages. Management scientists did an experiment to connect these insects like train carriages into a circle, and then put their favorite clover in the circle. As a result, they were too tired to eat grass. This example shows that after losing the goal in the team, the team members don't know where to go, and the final result may be starvation, and the value of the team's existence may be discounted. The goals of the team must be consistent with those of the organization. In addition, big goals can be divided into small goals and assigned to each team member, and everyone can work together to achieve this goal. At the same time, the goal should also be effectively disseminated to the public, so that members inside and outside the team know about these goals, and sometimes even stick the goals on the desks and conference rooms of team members, so as to motivate everyone to work hard for this goal.
People are the core strength of a team, and two or more people can form a team. The goal is achieved through personnel, so the selection of personnel is a very important part of the team. In a team, some people may need to give ideas, some people make plans, some people implement them, some people coordinate different people to work together, some people monitor the progress of the team and evaluate the final contribution of the team. Different people accomplish the goals of the team through division of labor. In personnel selection, we should consider the ability, complementary skills and experience of personnel.
The positioning of the team contains two meanings:
The orientation of the team, the position of the team in the enterprise, who will choose and decide the team members, who will be responsible for the team ultimately, and how will the team motivate its subordinates? What role does personal orientation play as a member of the team? Is it a plan or a specific implementation or evaluation?
The power of the leader in the team is related to the development stage of the team. Generally speaking, the more mature the team, the less power the leader has, and the leader is relatively concentrated in the early stage of team development. Two aspects of team authority:
(1) What decision-making power does the whole team have in the organization? For example, financial decision-making power, personnel decision-making power and information decision-making power.
(2) the basic characteristics of the organization, such as the size of the organization, whether there are enough teams, how the organization authorizes the team, and what kind of business it is.
This plan has two meanings:
The final realization of (1) goal needs a series of concrete action plans, which can be understood as the specific working procedures of the goal.
(2) Proceeding as planned can ensure the smooth progress of the team. Only under the planned operation, the team will approach the goal step by step, so as to finally achieve the goal.
Berbin team role
After years of research and practice in Australia and Britain, Dr. Berbin, former director of Cambridge Industrial Training Research Department, and his colleagues put forward the famous Berbin's team role theory, that is, a well-structured team should be composed of eight roles, which was later revised to nine roles. Bobin's team role theory holds that efficient team work depends on tacit cooperation. Team members must be clear about the role played by others and know how to make up for each other's shortcomings and give play to their own advantages. Successful teamwork can improve productivity, boost morale and encourage innovation.
Using individual behavior to create a harmonious team can greatly improve the performance of the team and individuals. There are no perfect individuals, but there are perfect teams. The nine team roles are:
Implementer IMP (implementer), coordinator CO (coordinator), agitator SH (shaper), intellectual star PL (vegetable), diplomat RI (resource investigator), auditor ME (supervisor evaluator), coalescer TW (team worker), finisher CF (finisher organizer) and professional SP (expert).
Although we can compare Bobin's team role with the management team profile, we must realize that Bobin's team role represents a personal behavior characteristic of self-management tasks and activities, rather than personality type or thinking type. Although there are various tests to help you determine the ideal team role, it doesn't mean that you can't play other roles in practice.
In large-scale projects, team activities are usually attributed to team workflow.
Bobin himself admits that if there is a shaper and a group of yes-men, the performance of the team will often be high, especially when people have high expectations for the team. In the actual process of project implementation, team activities are constantly changing.
In practice, more than one shaper may be needed to bring more ideas and opinions to the team.
This model does not consider interpersonal hierarchy.
There are likely to be team members who don't like each other and don't buy each other's accounts. It is difficult for them to get along and work together. Only when the role is complete can the function be complete. As Dr. Bobin said, I can't use my theory to assert that a certain group will succeed, but I can predict that a certain group will fail. Therefore, a successful team should first be a comprehensive balance of eight roles: doer, informer, coordinator, supervisor, promoter, agglomerator, innovator and perfectionist.
Knowing people and being good at their duties is the basic quality that every manager should have. When forming a team, managers should fully realize the basic characteristics of each role, tolerate people's shortcomings and employ people's strengths. In practice, truly successful managers have a thorough understanding of the temperament characteristics of their subordinates, and only a team formed on this basis can truly optimize the temperament structure and become a high-performance team.
For a given job, there are almost no ideal candidates who meet all the criteria-no one can meet all our requirements. But a team composed of individuals can be perfect-it is not a simple list and combination of individuals, but a supplement to the team role, that is, the temperament structure of the team. It is the heterogeneity and diversity in this system that makes the whole team full of vitality.
Generally speaking, to form a successful team, it is necessary to form an atmosphere of collective decision-making, joint responsibility, democratic management and self-supervision among team members, which is the key to distinguish teams from traditional organizations and general groups. In addition, from the perspective of team role theory, we should also pay special attention to cultivating the awareness of team members to take the initiative to fill positions-that is, when a team is lacking in the above eight team roles, its members should be able to enhance their own flexibility and actively realize the transformation of team roles when conditions permit, so that the overall temperament structure of the team tends to be reasonable, so as to better achieve the performance goals of the team. In fact, because most people have duality or even multiplicity in personality and endowment, this team role is likely to change, which is also confirmed by our test results and practice.
Team cooperation ability
The so-called teamwork ability refers to the ability to build on the team basis, give play to team spirit, complement each other's advantages and maximize team efficiency. For team members, they should not only have personal ability, but also have the ability to do their best in different positions and coordinate with other members.
Teamwork ability is very important for a team. Let the total team ability be A, the team leader's team organization ability be A, the average individual ability of each team member be B, the number of team members be C, and the team cooperation ability be D .. Then it is: A = A× (BC) (BC) (BC) (BC) (* * D (BC)) multiplication. This shows the great role of teamwork.
A good team does not mean that every member is excellent in all aspects, but that he can make good use of things to generate strength, take the strengths of other members of the team to make up for his shortcomings, and share his strengths with everyone, learn from each other and make progress together.
1. Team is bigger than individual. The strength of a team is far greater than that of one person. The team not only emphasizes individual work achievements, but also emphasizes the overall performance of the team. A team depends not only on collective discussion and decision-making, but also on the contributions of its members. However, a team is stronger than the sum of its parts.
Everyone knows that one chopstick is slightly broken, but it is difficult to break multiple chopsticks together.
2. The essence of teamwork is * * * dedication. This dedication needs a practical, challenging and convincing goal. Only in this way can we stimulate the team's work motivation and dedication, regardless of each other, * * * has dedication. In a team, only by constantly sharing their own strengths and advantages, constantly absorbing the strengths and advantages of other members, and communicating in time when encountering problems can we give full play to the strength of the team.
3. Teamwork and personal potential.
When everyone in the team is honest with each other, dedicated and learn from each other's strengths, it will definitely greatly enhance the individual's ability. A threesome requires a teacher. If everyone transforms the strengths of each member of the team into their own strengths and uses them flexibly, not only will the strength of the team become stronger and stronger, but their ability and potential will gradually be sublimated.
Teamwork can stimulate the incredible potential of team members, so that everyone can give play to their strongest strength. But the result of one plus one is greater than two, which means that the result of team work can often exceed the sum of individual performances of members.
4. The core of team spirit is cooperation. Collaboration is an indispensable essence of any team and selfless dedication based on mutual trust, so team members complement each other. The team emphasizes teamwork, so the working atmosphere of the team is very important, which directly affects the cooperation ability of the team. There are no perfect individuals, only invincible teams. Individuals in a team can learn from each other's strong points and cooperate with each other to create a good team, which is why there is a saying that "three heads are better than one." In a team, each member has his own advantages and disadvantages. As a member of a team, we should actively look for the advantages and positive qualities of team members. If every member of the team actively seeks the positive qualities of other members, then the cooperation of the team will become smooth and the work efficiency will be improved. The highest state of team spirit is "never abandon, never give up".