如何管理团队How to manage a team.docx
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如何管理团队Howtomanageateam
如何管理团队(Howtomanageateam)
Howtomanagetheteam.Txt,intheworld,inadditiontome,whoisnotqualifiedtoaccompanyyou.Listen,I'llletyoulikeme.Inadditiontosaidofacouple,wehavenootheroptions.Whattimedoyouwanttomarryme,Imarryyou.Productqualityimprovementiseasiertoassessinamanufacturingenvironmentwheretheoverallqualitymanagementconcept(TQM)prevails.Hardworkcostssuchasreworkrate,rejectrate,defectrateperonethousandproductunits,productiontimeoutandsooncanbecalculated.
However,thequalityconcepthasnotyetbeenrootedinanonmodellingenvironment,becauseinthiscasetheinput,process,andoutputequationsareintangibleanddifficulttoassess.Vicepresidentofhumanresourcesasaconsumercompanysaid:
"attentiontothequalityofthebackofficeortheadministrativedepartmentsofthesamealthoughcanbringhugereturns,butnotnecessarilyouthowmuchenergyreturn.Howtoquantifytheimprovementofstaffefficiency,teamspirit,andcarefulconsiderationwhenmakingdecisions?
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