When I heard this question, my first reaction in my mind was: the departmental team of more than 20 people has no cohesion, no responsibility and responsibility, and it should have a lot to do with the management of the competent leaders. As the core manager of a department, the competent leader determines the future development of a department. The team has no cohesion, no responsibility and no responsibility. As a manager, the first task is not to worry, not to blame employees for disobedience, low enthusiasm and poor execution, but to start from themselves and find personal problems.
Kōnosuke Matsushita, the god of Japanese management, once said, "Man is made first and then made." This sentence means the importance of self-management, the improvement of one's own quality and the improvement of one's inner self-cultivation.
As a manager of a department, we must first know that self-management is an important job. In today's rapidly changing market economy, as a competent leader, we must set an example. Otherwise, we will have no example and no prestige. How can we expect the team to be cohesive, responsible and responsible?
In the workplace, the team has no cohesion, no sense of responsibility and responsibility. Generally, there are the following points:
1. No matter what work team members do, they are always rambling, and when something goes wrong, buck passing often happens.
2. The communication channels within the team are not smooth and the information exchange is blocked.
3. Team members' sense of participation is not strong, interpersonal conflicts are great, and the overall atmosphere of the team is relatively depressed.
4. Team members have no sense of belonging and team honor.
5. When team members are dissatisfied with their work, or encounter stressful and challenging work, it is easy to quit.
6. The relationship between team members is indifferent.
7. Team members are unwilling to undertake team tasks and have no team spirit.
8. Team members are not holding a group to keep warm, but pulling gangs and tearing each other apart.
In view of the above problems existing in the team, I mainly analyze and discuss that there are 20 people in the unit department, which have no cohesion, no responsibility and no responsibility. How to manage? Starting from this problem, I hope it will be helpful to units and departments with similar situations.
First, a team of more than 20 people, why there is no cohesion, no responsibility and responsibility? The team has no cohesion, and members have no sense of responsibility and responsibility, which is really a headache for managers. But if the team has a disease, we have to analyze the reasons and prescribe the right medicine, and we can't let it expand.
As the head of a department, the team has such a serious problem that it will affect the future development of the department and the smooth operation of the whole unit.
Why does the team of more than twenty people have no cohesion, no responsibility and no responsibility? The main reasons are as follows:
1. Managers can't "lead by example" and make the team lose cohesion.
In management, many managers repeatedly ask their subordinates what to do, and they are very strict with their subordinates, but they are not very strict with themselves. In other words, managers can't lead by example, but they will certainly not be persuaded to ask their subordinates.
For example, in the usual management work, leaders require subordinates to strictly abide by the company's various management systems, but leaders have not set an example in the implementation process, violating the system everywhere and taking the system seriously. When subordinates meet leaders, they can't set an example, and of course they won't take what they say to leaders seriously.
In this way, leaders will lose their influence, and leaders without influence will certainly lose their leadership ability. It is conceivable that the team still has enough cohesion.
2. Managers become "nannies" of subordinates, which leads to the loss of subordinates' sense of responsibility.
Many managers basically say that subordinates are not responsible for their work, and even think that more than 80% of the problems in the team are caused by the irresponsibility of employees.
In fact, I think employees have a weak sense of responsibility. As a manager, you should not blindly push the problem to employees, but should find problems from yourself. In most cases, it is because managers are incompetent and subordinates are not responsible.
In the daily work of team management, I found that some team leaders are very enthusiastic and loved by subordinates, but team members just have no sense of responsibility. The reason is that they like to babysit their subordinates, that is, they are too enthusiastic when asking for instructions from subordinates, giving advice to subordinates, escorting their every step of work, and completely putting them in a safe house. This is tantamount to the leader helping his subordinates to do the work, and the tasks and responsibilities are entirely borne by the leader. Imagine, can subordinates be responsible?
3. Subordinates have no responsibility, which is the lack of leadership ability to "manage people"
In the workplace, I also met many so-called "smart people". When they encounter a job that requires their own responsibility, they will push the buck, or try their best to shift the responsibility to others when they do something wrong. Such people are irresponsible people.
As the leader of the department, once you meet such an employee, first analyze his work and let him know whether the mistakes in his work are caused by him. Should he bear the corresponding responsibility? If subordinates can recognize their mistakes and take corresponding responsibilities under the analysis of leaders, it shows that the communication management of leaders has played a role; If subordinates still insist, they are unwilling to admit their mistakes and bear corresponding responsibilities. Then, leaders should take strong punishment measures to treat such employees. Otherwise, they should state the facts clearly in front of all employees, so that they feel ashamed and dare not make the same mistake again next time. Otherwise, they should be fired as a warning to other team members.
Summary:
As a manager, when you find that the team has lost cohesion and centripetal force, and the subordinates have no sense of responsibility and responsibility, don't put all the problems and responsibilities on the subordinates, first find the reasons from yourself. Only by solving their own management problems can we effectively solve the problems of subordinates.
Second, what role does the department manager play in the department? Department managers, in the company's organizational structure, are generally in the role of middle managers, playing the role of connecting the preceding with the following, uploading and distributing.
Managers in many departments are promoted from grass-roots posts, and they have not got rid of the characteristics of grass-roots posts in terms of thinking consciousness, style and habits, which leads to many passive departmental management. In order to change passivity into initiative, middle managers need to define their roles.
1. Middle managers should play the role of "trunk"
If an enterprise is a towering tree, then middle managers are equivalent to the "trunk", top managers are equivalent to the "branches" of the tree, and subordinates are equivalent to the "roots".
The bottom of the trunk is connected with the "root" and the top with the "branch". The trunk of this towering tree will play an important role if it wants to flourish.
If you want the whole tree to glow with dazzling and colorful light, it is full of vitality. The "trunk" must constantly transport water and nutrition from the roots to the "branches and leaves" of the tree by itself. This is an indispensable role for middle managers.
2. You are not a "sandwich cake", but a role to maintain the "golden section".
Many middle managers have a negative thought. As long as they encounter difficult things in management, it is easy for them to compare themselves to a "sandwich cake", which suffers from anger at both ends and fails at both ends.
There is a short story that can inspire managers with this idea: in the cold winter, two little hedgehogs warm each other. If they get too close, they will be stabbed by each other's thorns. They are too far away and feel cold. As a result, the two found the most suitable position in the process of getting closer and farther away, which not only kept each other warm, but also avoided stabbing each other. This distance is actually their "golden section".
As a middle manager, you must understand that there are management classes between you, whether you are right or wrong. Where there is class, there is contradiction. This is the iron law of social development. Middle managers need to find the "golden section" to ensure the harmony between superiors and subordinates and maintain the normal development of departmental work.
3. The task of "planning, supervision and evaluation"
Many times, I find that our middle managers are very busy. In fact, you don't know what they are busy with. In short, they are busy! However, you will find that his subordinates are carefree, which is in sharp contrast to the busy figure of their manager.
For example, the manager of our company, you just need to give him a call. He is either receiving a customer or at his home and ask him what he is doing. Basically, he would say, I follow the customer, and I do after-sales service for the customer. When you ask him doubtfully, "shouldn't these jobs be done by the following people?" He will sigh and say to you, "I don't trust the people below to arrange for him!" "
In the thinking consciousness of the department manager, I feel that I spent my time on the planning and distribution of my work. It is better to interview customers more and do more after-sales work. This shows that they can't manage at all, and they are not good at management. They spend a lot of time on things that contribute only 20% to the company, but never seriously think about contributing 80% to the team performance.
The essence of a manager is to distribute the work to his subordinates reasonably through a certain plan, and then supervise and evaluate with a perfect system, so that he can have more time to do other more important things. This is the ability that a good manager must have.
As long as middle managers can play the above three roles well in daily management, they can play an active role in improving team cohesion and employees' sense of responsibility.
Third, as a manager, should we abandon those bad behaviors in the process of team management? Many times I find that middle managers have many behavioral misunderstandings in their daily management work. These misunderstandings lead middle managers to lose credibility and influence in front of their subordinates, which leads to a chaotic team. Real employment, no one dares to take on a big responsibility.
As a middle-level manager, should we abandon those bad behaviors in the process of team management?
1. Bureaucracy
Due to the influence of the idea of "official standard", the organizational structure of enterprises applies the hierarchical management model of administrative system, which leads to the dislocation of the role of middle managers to some extent.
The most prominent manifestation of the "bureaucracy" of middle managers is that they like to regard departments as their own "territory" and engage in "centralized management". Everything is his own decision, and what subordinates say is not good or right.
This kind of middle-level manager doesn't know how to develop the wisdom of the team, which leads to the team gradually losing its vitality in the process of operation. It is conceivable that where does a team without vitality, cohesion, responsibility and responsibility come from?
2. Pay too much attention to your "official title"
Under the misguided idea of official standard, many middle managers pay too much attention to their inflated hearts rather than their own level.
In our company, for a time, I found that subordinates like to call the department manager "someone" in order to please their superiors, and several department managers also like to call each other "someone" in order to please each other. I'm confused. As a director, I don't ask people to call me "director" directly, but ask others to call me "director". You should think of yourself as a director.
These middle managers are basically promoted from grassroots employees. The day the company appointed him, he knew his responsibility and mission. Once he achieved something, he began to behave abnormally and pay too much attention to his "official title". This is extremely unfavorable to the management of the whole enterprise and must be resolutely put an end to it.
3. The demands on subordinates are too harsh.
There is also a kind of middle-level managers, who neither have the idea of official standard nor overemphasize their ranks and titles, but they like to look at subordinates and problems from the perspective of business and technology.
Because many middle managers are from grass-roots positions, promoting them at that time was to value their superior business and technical ability, hoping that they would exert their business and technical influence and create value for the company.
This kind of middle-level managers promoted from the grass-roots level are really respected by their subordinates in business and technology, but their requirements for their subordinates are almost harsh, which can really be described as "finding bones in eggs." As long as they see a subordinate with a lower ability level than him, or do something worse than his subordinate, they won't fight. Many times, they don't have much patience to give guidance to their subordinates. As a result, there are almost no middle managers available!
As a middle manager, behavior habits are very important. It must be understood that what is the real purpose of the company to put you in a management position? I don't want you to be a bureaucrat, label yourself as an official rank, attack subordinates, and lead the team to create benefits.
Fourth, department leaders, what can be done to effectively improve the cohesion, responsibility and sense of responsibility of the team? To sum up, I analyzed the reasons of weak team cohesion and sense of responsibility, the role played by department managers, and the bad behaviors that middle managers should abandon. Next, I will focus on department leaders. What can I do to effectively improve the cohesion, responsibility and sense of responsibility of the team? This paper gives some reasonable suggestions and methods for the reference of middle managers with similar situations.
1. Improvement of team cohesion
What is cohesion?
Cohesion refers to the degree to which group members unite and cooperate in order to achieve the goals and tasks of group responsibility. Simply put, cohesion is the ability to win people's hearts.
Festinger, an American social psychologist, believes that cohesion is the resultant force of team members staying in the group and also a kind of interpersonal attraction.
The cohesion of the team is not only a necessary condition to maintain the existence of the team, but also plays a very important role in quenching the potential of the team. If a team loses its cohesion, it will not be able to achieve the team's mission objectives, and it will lose its value of existence.
The promotion of team cohesion can be carried out in the following aspects:
(1) Effective incentives can promote cohesion.
(2) The influence of leaders can enhance cohesion.
(3) Establishing a good corporate culture can stabilize cohesion.
Motivation can mobilize group passion, which will become a stimulating factor to promote team cohesion; If a leader wants to lead a good team, he must have strong influence and enhance the cohesion of the whole team; Corporate culture is naturally formed in the process of enterprise development and can play a role in stabilizing team cohesion.
2. Strengthen the team's sense of responsibility
What is responsibility?
Responsibility is a sense of responsibility, which refers to the individual's understanding, feelings and beliefs about himself and others, family and collective, country and society, and the corresponding conscious attitude of observing norms, taking responsibility and fulfilling obligations.
Responsibility is the basic quality that an employee should have, and it is the basis of a sound personality. A responsible employee will realize the importance of his work in the organization and regard the realization of organizational goals as his own.
So, how to strengthen the sense of responsibility of employees?
(1) Full authorization.
(2) Cultivate employees' ability to finish their work independently.
(3) Cultivate employees' work enthusiasm.
Only when managers fully empower their subordinates in their work can they feel the trust and support from leaders. In this case, subordinates will go all out; At work, leaders should not be "babysitters" for subordinates who need help from leaders whenever they encounter problems, regardless of the size of the problems, so it is necessary to cultivate the ability of subordinates to complete the work independently; In a team, if everyone has no enthusiasm for work, you can imagine how much responsibility there is. In the usual management work, leaders should cultivate the enthusiasm of employees through encouragement, reward and guidance.
3. Cultivate the ability of team members to take responsibility
What is responsibility?
Taking responsibility means taking responsibility for tasks. It first comes from the Zhuzi school, Volume 87: "Can't you come out and take on a family responsibility for him?"
In fact, as long as employees have a sense of responsibility, they are basically responsible, but in order to be more detailed, I would like to make some suggestions on cultivating the sense of responsibility of team members.
(1) Educate employees not to shirk and evade when things happen.
(2) At work, guide employees to take the lead and shoulder heavy burdens.
(3) Let employees know their responsibilities in the team.
As the manager of the department, he not only undertakes the planning and distribution of work tasks, but also undertakes the ideological education of employees and educates every employee to be a responsible person; At work, department managers can also intentionally guide employees to provoke the workload in the team, thus cultivating employees' sense of responsibility in practice; If an employee can clarify his responsibilities, he can also cultivate his sense of responsibility.
As a department manager, it is not an overnight task to strengthen the cohesion, sense of responsibility and sense of responsibility of the team. We must gradually guide and train employees through some reasonable ways and means, and we can't rush headlong into it.
Summary:
As the backbone of an enterprise, department managers must be good at finding reasons from the surface to the essence when managing problems. In the process of solving problems, they must clarify their roles and adhere to the principles of behavior, and then gradually use scientific and reasonable methods to solve the problems existing in the team.