The basic situation of team management and its countermeasures
I. Existing problems
1, team management lacks incentive mechanism.
Good team management depends on the initiative, enthusiasm and creativity of all team members. Attach importance to a variety of stimuli and correctly use the effective combination of internal and external incentives. Promote employees to create Excellence, innovation and advanced level in team and group management. At present, there is still a problem of imperfect incentive measures in team management. Although the company gave bonuses to the overproduction part, the distribution scheme was too even and did not play a positive stimulating role. Winning the bonus can't improve the team's enthusiasm for production, but without the bonus, the team's morale will plummet. At the same time, there is no systematic reward and support for employees with outstanding performance or strong enterprising desire. The team lacks the sense of achievement motivation, which directly leads to the decrease of the enthusiasm of team employees for pursuing Excellence. The management of the team is satisfied with the status quo. As long as nothing happens to the team, everything will be fine. The team lacks the desire of self-pressure, self-challenge and self-development. It fundamentally hinders the initiative and creativity of team workers, the self-value of advanced teams is difficult to reflect, and the hidden dangers of incentive factors restrict the deepening of team management.
2. Team management lacks target management.
The implementation of target management by teams and groups is to formulate the target management of teams and groups and the sub-goals of everyone according to the policies and decisions of enterprises. The goal is not only the direction of people's struggle, but also a challenge. Achieving goals means overcoming challenges. It is the concrete embodiment of employees' self-management content with the implementation of planned work and responsibilities. However, at present, our team still retains the annual production plan and task arrangement, and lacks all team members to directly participate in the formulation of a specific, practical and comprehensive management system by objectives. As a result, the work of team management is very random, and it is easy to be in a blind and disorderly situation, which affects the effect and quality of team management to varying degrees. Therefore, team goals should be constantly revised, improved and enriched according to the improvement and change of team management level. To ensure the adaptability and effectiveness of the target. In particular, grasp the key points and target values. For example, it has great vitality for team management to determine the direction of efforts to improve team quality and personal technical and professional quality, and to set goals such as civilized production, on-site management, on-the-job training and labor competition, especially those with evaluation significance and data assessment.
3. Team management lacks cultural atmosphere.
Team is the front position of enterprise spiritual civilization construction, which is characterized by small scope, intelligent information, solid content and integration of work, study and life. But usually the team is busy with daily production work, ignoring the spiritual and cultural life of employees. The working, studying and living environment of the team is limited, and there is no infection and edification of the cultural atmosphere, which makes the interests, specialties and knowledge of the team members not be effectively brought into play. The employees' limited thirst for knowledge and mental adjustment ability have affected the employees' spiritual pursuit of striving for progress to varying degrees, resulting in the whole team feeling lifeless and lacking vitality. On the other hand, the existing cultural qualities of our team employees are uneven due to different age levels, hobbies and ambitions, which has become a "bottleneck" restricting team development and will inevitably have a negative impact on team management.
4. Team management lacks democratic management consciousness.
The democratic management of the team is to let every member of the team participate in the management. Give full play to the strengths of each member of the team and implement the "all-staff" management model. Every worker in our team is both a producer and a manager, and all workers are fully capable of participating in the management of team affairs. Everyone is in charge of finance in production, which will naturally control the production cost. Our team seems to lack this awareness. Judging from the current situation, the meeting led by the team to collect some rationalization suggestions has basically not been carried out. The status and role of workers as masters are not reflected, not to mention giving full play to the intelligence and wisdom of team workers participating in democratic management; Team workers have the right to conduct democratic appraisal around safety production, work quality and internal distribution. Matters within the scope of authority of the group shall be decided by all members of the group through democratic discussion as far as possible. Brainstorm ideas for team management. Really reflect the wishes of all the players. Make the team truly become a democratic, civilized and warm home.
From the above analysis, we can see that the team management of our company is still in the stage of continuous improvement, continuous exploration and immaturity. It needs to be constantly improved and shaped in practice to meet the requirements of the development of the situation.
Second, some countermeasures to improve team management:
1, perfecting the team incentive mechanism is the spiritual power to optimize team management.
(1) Strengthening team management requires policy support and the use of incentive factors. When employees' work enthusiasm stems from the expected satisfaction of a certain desire, as long as a certain desire exists and is likely to be satisfied, the trade union will strive to realize this possibility. Once it is not satisfied or the possibility is not realized, the enthusiasm of employees will disappear. Therefore, the role of incentive factors is an effective way to strengthen team management.
(2) The strengthening of team management should proceed from the long-term goal, and gradually improve the team management mechanisms such as organization advocacy, work operation, guidance and promotion, incentives and constraints, and material security, so as to provide inexhaustible motivation for team building. It is an effective way to encourage and mobilize the enthusiasm of employees to carry out the activities of upgrading teams and groups. When the team is in a state of expectation and expectation, our managers at all levels should actively guide, create favorable conditions, stimulate the team's enthusiasm and team spirit, and stimulate the team's internal potential. Proper use of incentive mechanism will prompt employees to change from passive indoctrination to active attack. Give play to the role of psychological efficacy.
(3) Carry out team appraisal activities. In order to encourage the advanced, the team leader who has not reached the excellent level for two years will be dismissed. Encourage backward teams to actively learn from advanced teams. Form a good atmosphere of competition among teams. Fully mobilize people's subjective initiative. It has a multiplier effect on strengthening team management.
2. It is the key factor to optimize team management to comprehensively cultivate the comprehensive quality of team leaders.
(1) It is necessary to create an environment conducive to the continuous improvement of the quality of team leaders, encourage employees to be team leaders ideologically, provide talent competition, and select team leaders in an eclectic manner. This is conducive to cultivating a group of high-quality talents with strong professionalism, management awareness and enthusiasm for team work. In addition, clarify the responsibilities, rights and benefits of team leaders and formulate preferential policies, including promotion, reward and housing. In the specific management work, through the system reform, give the monitor a certain degree of "autonomy", help the team leader establish prestige, and stimulate the team leader's sense of responsibility and enthusiasm for work.
(2) We must strengthen the overall quality of the team leader. The quality training of team leaders is not necessarily in education and skills, nor in management. It is not enough for the team leader to rely on rich work experience and skilled operation technology. A master in production is not a master in management. Team management objectively requires team leaders to have management quality and innovative quality. Master general management tools and techniques. A new method of team management to adapt to the new situation and new tasks.
(3) We should strengthen the horizontal communication of team leaders and explore new ways to improve team management under the new situation. Creating conditions for the team leader to make lateral contact with the outside world, expanding the scope of activities, such as developing the squad leader's fraternity, the team leader's on-site experience exchange meeting, the team leader's work seminar, etc., or appreciating the team management experience of some modern enterprises and advanced enterprises, broadening their horizons and ideas, has a unique role in improving the team quality.
3. Creating a learning team is an effective way to optimize team management.
(1) People-oriented, creating a learning organization is an important basis for optimizing team management, and it is also the only way for enterprises to meet knowledge needs and knowledge innovation. According to the characteristics of enterprises and the actual situation of teams and groups, teams and groups should formulate specific target plans for creating learning teams and groups. Through goal-oriented, enhance the sense of urgency and crisis of employees' self-education, self-improvement, self-development and self-transcendence. Although the cultural level and knowledge structure of some teams and groups do not have certain advantages at present. But as long as we cultivate and gradually have the ability of continuous learning, we should find the combination point of the direction of the times, the needs of enterprises, the characteristics of team groups and personal advantages, and work hard at the combination point. Study hard to gain a competitive advantage. Teams and groups have strong vitality and competitiveness.
(2) Actively create a strong team learning atmosphere, infect, motivate and inspire employees with a unique team culture, and attract employees with diverse and vivid learning forms. The thirst for knowledge is triggered by employees' interests and specialties. Emphasize the pertinence and effectiveness of learning. Construct a new pattern of "second classroom" for teams and groups. We should advocate multi-skills in one post, multi-certificates in one post, cross-post knowledge in advance, and seek opportunities to reflect self-worth. Broaden various channels, such as class reading meetings, study seminars, rationalization suggestions, and mutual learning of job knowledge. Form a learning model in which everyone is a teacher and everyone is a student. Realize the integrity of the learning object. The team adopts the self-management method of "three selves", that is, "self-discovery, self-learning and self-solving". Promote team management innovation and overall quality improvement.
(3) Advocate "learn to work, learn to work" and team spirit, regard the working process as a learning process, and pass self-criticism in the working process (the so-called self-criticism is self-criticism combining work, projects and products. Finish the work and see if there are any shortcomings. Enjoy information feedback and communication, and achieve real learning results. Similarly, study is treated like work. Team members don't just do work (production): more importantly, they study, research and create. Give the team a competitive advantage.