如何管理团队How to manage a teamWord下载.docx

如何管理团队How to manage a teamWord下载.docx

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However,improvementsintheseareaswillleadtofurtherimprovementsthatwillleadtoavirtuouscycle."

Thequalityrequirementsofthecompany'

swhite-collarteammustbeasstrictasthequalityoftheirproductsinthemanufacturingenvironment.Indeed,youmaynotbeabletodeterminethevalueofagooddecisionbyquantitativeanalysis,butthequalityequationstillholds.Qualityproductsareequaltoqualityrawmaterials（inthewhitecollarteam,whichreferstotheintelligenceandskillsoftheemployees）plusthequalityoftheprocess（theinteractionbetweenemployees）.

Yousee,theteamhasbecomeaneworganizationalelementofthecompany,andtheyareattheheartofpowerandresponsibility.Therefore,asanentity,teamsatanylevelofthecompanymustcreateexcellentperformanceanddeliverqualityworkconsistently.

SaraLeegroup'

ssockscompanyCEOandPresidentbotha（GabrielBottazzi）Qisaid:

inthefactorytoimplementthequalitymanagementmovementistoreducethenumberofvariables,alltheproductsproducedareinaccordancewiththespecificationsofhope.Now,weneedwhite-collarworkerstomaintainsuchastablequalityofwork,andhopethattheycanconsistentlymakeinformeddecisions,efficientoperationsandcreativeunlimited."

Facilitateteammemberinteractionandcollaboration

Toensureexcellentteamperformanceconsistentfrombeginningtoendwhite-collarcompaniesmustcarefullyexamine,secondelementsintheequationofflow,whichistheemployeeinteraction,especiallytheydealwithmultiplepressureandconflictway.

Inthecurrentmarketenvironment,enterprisesmustalwaysmakedecisionsquicklyandwiselyinordertomaintaintheircompetitiveedge.Avicepresidentofhumanresourcesexplained:

ifamachinehasaproblemandyoudon'

thavethetoolstofixit,thenthemachinekeepsproducingwaste."

.Dysfunctionalconflictsaretheproblemofwhitecollarteams.Iftheteamiscaughtupinaconflictanditsmembersarehelplesswhenfacedwithaconflict,thentheycan'

tmakeadecisioninthiscase.Also,theykeepmakingwasteproducts"

Judgingwhethertheteamhasproblemsornotdependsmainlyonhowwellitsmembersareunited.Forwhite-collarteamqualitymanagementprofessionals,wouldbewisetofocustheirattentiononensuringthateveryleveloftheorganizationteamreachedaconsensus,ortoensurethattheyarebasedonthefollowingfourareasofcooperation:

Thekeystrategicandoperationalobjectivesoftheorganization,andtherelationshipbetweentheteam'

sgoalsandtheseobjectives.

Whataretheresponsibilitiesofteammembersorindividualsasawhole,andwhataretheauthorizations?

.

Agroupofrulesorbasicrulesfordealingwithconflicts.

Interpersonalrelationshipsamongteammembers,whichreferstothepersonalstyletheytakeduringinteraction.

PfizerInc（Pfizer）abusinessdepartmentisresponsiblefororganizingtheeffectivenessofGlobalCEOPeck（AndrewPek）said:

ifyoudonotcheckeverystepintheproductionprocess,sothequalityofyourproductsislikelytodiscount.Thesameprinciple,

Ifyouignorethecollaborationbetweentheteaminthesefourareas,itmayalsoweakentheteam'

sabilitytoaccomplishdesiredresults."

Inviewoftheimportanceofteamworkforqualitymanagementmovement（especiallyforwhite-collarteam）,youmustcarefullyhowthecollaborationoftheteamineachoftheseareas,toensuretheefficientinteractionprocess,sothattheteamwilldeliveroutstandingachievements.

ThestrategicdirectionofUnifiInc

Asadiversifiedorganization,Johnson（Johnson&

Johnson）hasmorethan200companiesorbusinessunitsthatmakeupabout20franchises.HowdoesJohnsonmanageavarietyofexternalforcesinsuchacomplexorganizationalenvironment?

InJohnson'

svicepresidentofhumanresourcesinKaili（MichaelCarey）,franchisingcompaniesbecausetheyhaveveryclearcommongoalsandvaluesarecloselylinked,whichmakesthepossibilityofmisunderstandinganddeviationisminimized.

Theseobjectiveswillbeelaboratedonintwoplaces.First,theparentcompany'

sstrategicdirectionstatement,thedeclarationsaidJohnsonwilladheretothecompany'

scredointhemoralcode,theuseofdecentralizedmanagementintheformoflong-termmanagement.TwoistheJohnsonExecutiveCommitteeidentifiedfourrequirements:

continuousinnovation,optimizetheprocess,thedevelopmentofe-commerce,therealizationoftheperfectimplementation.Johnsonwantseachcompanytodevelopitsownstrategyaroundthesethemes.

Eachfranchisegroupinitsstrategicplan,keepinmindthestrategicdirectionmustbetheparentcompany'

sdeclarationandfourrequirementsintheheart;

thesame,belongingtothefranchisegroup'

svariousbusinessunitsintheirstrategicplanning,todoso.Kailialsocitedanexample:

Ethiconcompany（Ethicon）isoneofthepillarsofourtraumacarefranchisegroup,itsbasicbusinessisforwoundclosureandtheproductsincludesuture,Unailandwounddressings.Thetraumacaredivisionhasannouncedthatitaimstobecomeaninnovativeleaderintheindustryandthatinordertoensurethestrategicsuccessofthefranchisegroup,healthcaremustalsobecommittedtothesamegoal.

Forexample,theR&

Ddepartmentmayadvisecompaniestouseartificialskininwoundstitchingasinothercompaniesintheindustry,andthemarketingdepartmentmayrespond:

howcanthatbe?

"

Wehavetobemoreinnovativethantheyare!

WehavedevelopedasutureonskinirritationsmallerandUnails,toreduceswellingdegreeandacceleratehealing,andreducethechancesofinfectionandthedoctorcheckthenumber.Theycaneasilymakedecisionsiftheyaretrulycommittedtobecomingtheleaderofinnovation.Therefore,whenthecompanyfromtoptobottomontheorganization'

sobjectivesareveryclear,betweenvariousdepartmentswillgreatlyreducetheinfightingandcompetition."

Clearrolesandresponsibilitiesofteammemberswhenthemeetingended,everyonesaidtheyshoulddoistoreachaconsensusonthenextstep,butbeforetheparticipantsreturnedtotheirrespectivedepartments,theywillhaveheartbegantoworktoothers.Thisscenarioistypical,indicatingthattheteamisinurgentneedofacoordinatedmeeting.

Thefollowingtwoquestionscanbeusedasastartingpointforthecoordinationmeeting:

Areyouawareofyourrolesandresponsibilitiesintheteam?

Areyouawareoftherolesandresponsibilitiesofothermembersoftheteam?

Then,foreachofthemtootherpeoplepresentadetaileddescriptionoftheirwork,includinghismissionfortheresults,atthesametimethathebelievedbyothermembersofhiscognitiveworkhas,itisconfirmedthattherearemuchgapbetweentheideaofhiscognitivewithotherteammembers.

Then,inthefaceofthewholeteam,usethematrixdiagramtorecordtheresponsesofeachmember.Asthedataincreases,youwillfindthatthereisadisconnectbetweenmembers.Thefollowingdiscussionusuallyendswiththeteamsettingupawholenewcollaborativemodel,

Atthesametime,everyonehasreachedaconsensusonthenewpointsofcooperation.

Establishrulesofconductfordealingwithconflicts

Inordertocreateahealthyteamclimate,itisnotenoughtodefinethegoalsandroles,andtheteammustformulaterulesfordealingwithconflictsasamember'

scodeofconduct.Thisisthethirdkeyelement.

ThefollowingruleshavebeenconfirmedatJinBaotang（Campbell,Soup）,Coach,Johnson,Masterfoods,US,Sara,Lee,andmanyothercompanies.Theteamsofthesecompaniesareusingtheserulestomanageconflictseffectively.

Avoidforminga"

triangle"

relationship.Ifthetwosidesoftheconflictdonotsolvetheproblembythemselves,butseeksolutionsfromthethirdparties,theywillcausea"

triangleseesaw"

situation.Thissituationmustbeputanendto.

Nothavetosupporttheirownideas.Thethirdpartytoseeksupportisakindofeffectivemanagementpracticesthatconflictagainst,isnotconducivetothediscussionofhonestandfair,willpromotethetransformationofpositivebehavior.

Eitherresolvetheconflictrightawayorleaveitalone.Thelongertheconflicttakesplace,themoreopportunitiesithastospreadinsideandoutsidetheteam.Whenthetimelimitforconflictresolutionisreached,thepartiesinvolvedintheconflictarestillunabletosolvetheproblem,andtheyhavetothrowitoutofthewayandmoveon.

Don'

tblamepeoplebehindyourback.Ifatateammeetingsomeoneraisesaquestionabouttheabsentpersonatthemeeting,pauseyourdiscussionandstartagainuntiltheabsentshowispresent.

Dealwithallk