Chapter V Building an Efficient and Harmonious Team-Team Management
Management means replacing physical strength with thoughts, convention and superstition with knowledge, and strength with cooperation.
The first section, team management needs humanization.
In Drucker's management thought, humanity is an important dimension for him to expound and demonstrate management problems. People are the center of all management activities, and whether it can be managed around human nature is an important measure to evaluate the effectiveness of management. So what is Drucker's humanity? In fact, what Drucker said about human nature emphasizes human needs and natural rights as human beings.
He believes that with the in-depth development of knowledge economy, managers should treat people as human beings in their management activities, and all activities should be centered on safeguarding human nature. Therefore, only when managers fully realize the role of human nature in management, change their way of thinking, and implement this concept in the management and business activities of enterprises, can management meet the needs of the era of knowledge economy.
As a hidden rule in the catering industry, employees generally take two days off every month. Our company took the lead in breaking the rule of four days off every month before 10, and employees can still enjoy legal holidays, although the increase of holidays will increase labor costs for enterprises. However, once this measure was introduced, it liberated employees from the tired working state day after day, which greatly stimulated their enthusiasm for work.
There is a saying that everyone wants others to listen to themselves rather than others, so it is difficult to manage others. Now that we know this, we must learn how to manage personnel, that is, the key to managing personnel lies in grasping people's hearts. Therefore, good managers do not act according to their own subjective wishes, but brainstorm, respect the wishes of employees and establish a mutual trust mechanism between subordinates.
The second section, meet the spiritual needs of subordinates.
If the way to meet material needs is no longer effective, we must satisfy their values, give them social affirmation, and let them change from subordinates to managers and from employees to partners.
Drucker believes that as two kinds of incentives, spiritual incentives and material incentives should be used flexibly by managers. When material incentives fail, employees should be encouraged and satisfied from the perspective of spiritual needs, so as to stimulate their work enthusiasm and achieve the incentive effect.
Guangdong Branch meets the spiritual needs of employees through four kinds of spiritual incentives:
1, Longhua Store and Xiasha Store held employee dance activities in March, with the purpose of stimulating employees' desire for expression, activating employees' spiritual morale, and thus showing the spiritual outlook of the enterprise.
2. Guangzhou store, Longhua store and Xiasha store carry out praise and reward activities, and each main course is equipped with a label. Employees were not only rewarded by superiors, but also praised and rewarded by customers.
3. In April, Guangzhou Store, Longhua Store and Xiasha Store resumed the selection of excellent employees and excellent management, and started the selection of excellent teams with stores as the unit. The winners wore red flowers and won the pennant. They were posted.
In April and May, Guangdong Branch established a reading club and a reading club. The first management book we studied together was (Drucker's management secrets), and all the management was tested.
It can be seen that a successful manager should know how to meet the spiritual needs of his subordinates. Only in this way can subordinates listen to your leadership and work hard. As a manager, you must remember that subordinates are not parts of machines, but people like you.
Section 3: Money is not the only way to motivate employees.
Drucker believes that many business leaders will make a big mistake, that is, using money as the only way to motivate employees. They regard money as a universal incentive. However, money can not play a lasting incentive role. In the case of more and more modern knowledge workers, employees are more eager for a sense of accomplishment, hoping to be given challenging jobs by the organization and be recognized and respected by the organization.
I remember the first management briefing in Huanggang Store, Shenzhen. I made a request to all management: I should report this problem with a plan. One is to give subordinates a sense of responsibility, and the other is to give them certain challenges. Take Shuteng of Longhua Store as an example. He gives the impression of sincerity, responsibility and pursuit. In March of this year, he was still a foreman. Through these months of continuous training, he has become a professional manager.
The secret of this is that the organization should give him a challenging job. I gradually transitioned from initial support to letting him handle some difficult work independently. Now he has fully understood the importance of authorization in management work and knows how to implement every job to people. He has gradually changed his role from an excellent employee who used to do everything himself. Become an excellent organizer and leader.
He also constantly assigned important tasks to his subordinates, which not only cultivated their working ability, but also stimulated their working enthusiasm.
Motivation is not only an important management tool, but also a profound management art. There are many kinds of incentives for management, but they can be roughly divided into the following categories:
1, image motivation
2. Emotional motivation
3. Confidence encouragement
4. Appreciation and encouragement
Managers should have a win-win consciousness in management and bind the interests of employees and enterprises together. Motivate employees on demand, so as to stimulate their inner enthusiasm, give full play to their greatest potential, improve work efficiency and create more value for enterprises.
The fourth section, establish the idea of employees being masters.
If you want to build a good team, you must let employees treat the company like the owner of the company, and let employees feel that they are part of the company, that they are not slaves of managers, that managers are not dictators, that managers will adopt everyone's opinions, and that they are also part of the company's decision-making, and that every achievement of the company has their own sweat. Make them feel that you really care about their needs.
Drucker believes that there are some people in real life: they pursue the challenge of work, and their pursuit of job accomplishment is more important than their concern for salary and reputation. However, there are often more people who just want to enjoy the benefits of work, refuse to take responsibility for work or are unwilling to pay for it. For these people, managers should drive them away from the interests.
Three core incentive standards in enterprise management activities
1, and the interests of grassroots employees * * *.
2, middle-level employees to achieve honor * * *.
3, and senior staff to achieve * * * spirit.
As the saying goes: do things with the boss's mentality, and you can become an accomplished person without being a boss; Without the boss's mentality, you will never get the success and happiness you want. Therefore, we say that in order to make subordinates work efficiently, we must satisfy their pursuit of work accomplishment. This is an important rule that must be followed to achieve excellent management.
Success depends on the team, not the individual.
Drucker once said: the success of an enterprise depends on the team, not the individual. Without team spirit, the company will accomplish nothing. In this highly competitive business society, the era of going it alone has passed, and success requires an efficient team. The core competitiveness of an enterprise is to have an effective running-in team. Only by having a strong and invincible team can each employee develop his personal potential to the extreme and stand out in his work; Only in this way can enterprises maintain a lasting foundation and flourish in the competition. Only individuals and enterprises can become real winners.
If every member of the team wants to succeed, it must have team spirit, ensure that team members have unified thoughts and understanding, and strive for one place, so as to push the team as a whole towards the same goal. Strength comes from cooperation, strength comes from unity, and the team creates miracles.
Team building is to establish core team spirit, in short, to have overall awareness and service spirit. So, how can we have the core spirit of team building?
1, set the goal of * * *
2. Pay attention to teamwork.
3. Accurate role positioning
4. Encourage each other.
To sum up, an efficient team is inseparable from good team building. Enterprise managers must make good use of the resources of the team, not only to form a joint force through everyone's interaction, but also to maximize this joint force in order to create the best work performance under limited resources.
Section VI: Teamwork is the source of cohesion.
Drucker said: Modern enterprises are not only enterprises of managers and subordinates, but also a team. Therefore, the competition between enterprises is, in the final analysis, the competition of people. As a leader, if only I want to succeed, I will be more and more unable to adapt to the increasingly fierce business war; Only by emphasizing our success can enterprises be in an invincible position.
Guangdong Branch aims at the phenomenon that employees' health awareness is not strong, inspectors' health assessment is not strict, and managers' punishment for dereliction of duty is not strict in previous store health spot checks. Take the initiative to turn the original health spot check into a health competition between stores, and the store that won the first place will issue a banner. In the past, only the health work of personnel inspection was transformed into mutual inspection and scoring by store managers. Through this move, the employees' sense of group honor was stimulated, and everyone cooperated with each other. Even the sanitary corner that has been neglected since the opening of the business has taken on a new look.
As a single individual in the whole workflow, only by fully integrating himself into the team and relying on the strength of the team can he complete the tasks that he cannot accomplish alone. An influential company boss believes that the shortcut to success is to make full use of the strength of the team. The development of the company ultimately depends on the enthusiasm, initiative and creativity of all employees, and everyone gives full play to their intelligence and contributes their own strength.
Respect every employee of yours.
People are the most important assets of an enterprise, so Drucker believes that managers must respect every employee. Respect is not only a polite request, but more importantly, it is based on the concept that employees are the real owners of enterprises.
In an enterprise, managers and employees are like a pair of natural enemies. They seem to be on opposite sides of contradictions and can never be reconciled. At work, most people complain that bosses ignore their own opinions, exercise leadership in the form of orders and instructions, and even often mercilessly criticize and reprimand subordinates.
Therefore, when you command employees to do things, don't think that things can be done as long as you give the order. It is of course necessary to give instructions and orders. However, at the same time, you must carefully consider how the other party will react when receiving instructions and orders. Do you respect him? Managers should not believe that power is omnipotent, because power can't bring you too much.
1, rights can't bring incentives.
2. Rights cannot make people conscious.
3. Rights cannot be recognized.
4. The influence of rights on subordinates is limited.
The process of leadership is no longer a simple command and execution, but a catalytic process to release the potential of organizations and individuals. Its task is to discover, develop, develop, enrich and integrate the existing potential of organizations and individuals. Blanchard said: Today, real leadership comes from influence, and power must be won by managers themselves. You can't command your subordinates unless they give you power.
Section 8, authorize like flying a kite
Drucker believes that the empowerment of enterprise managers to employees does not mean that they can completely abandon the shopkeeper and ignore decentralization. Authorization should be like flying a kite, which not only gives employees enough space, but also gives employees a certain range of autonomy; At the same time, employees can be led by the line without deviating too much, and the final control is still in the hands of the leaders.
Shenzhen Longhua Store and Xiasha Store have been short of store managers and chefs this year. The branch boldly authorized the front desk management to be responsible to the manager, and the kitchen management to be responsible to the team leader. During this period of continuous running-in and training, irresponsible managers were demoted or dismissed, and managers who performed well in their work were promoted and entrusted with heavy responsibilities.
Leaders must give effective guidance and control when authorizing. If the leader controls too much and reaches too far, this control will be difficult to control. What if authorization is achieved without losing control?
1, risk assessment
2. authorize the content of the task and not interfere with specific practices.
Step 3 build trust
4. Conduct a reasonable inspection.
5. Learn to assign annoying jobs.
6. Minimize reverse authorization.
Therefore, authorization does not mean laissez-faire, and it should be monitored in real time if necessary. Always remember one sentence: subordinates will not do what you want to do, but only what you check. Without process monitoring, you won't find it leaning against the wrong wall until you climb to the top of the ladder. Managers should attach importance to your authorization, often evaluate and check it, and authorize it like flying a kite.
Drucker's management secrets have been explained in Chapter 5. Welcome to discuss the doubts in the previous chapters with me and analyze my overall management ideas for Guangdong Branch. Interested colleagues can actively contact me and I will share it with you without reservation.