If you are a human resources director

1. There are five methods of team building: interpersonal communication method, role definition method, values ??method, task-oriented method and social identity method.

The interpersonal communication method emphasizes the way team members communicate with each other, with the purpose of ensuring that team members communicate in an honest manner. The role definition method outlines a variety of role models and group processes, with the purpose of making individuals aware of the types of contributions made by individual employees. The values ??approach emphasizes the importance of the team having values. All members should possess these values. At work, we strive to cultivate the same team values ??so that each team member can be guided in the same way. behavior. The social identity method is to improve team cohesion through effective communication and encourage members to be proud of their team by demonstrating team achievements and professionalism.

Just as everyone takes a different path in life, every team will go through five stages of development with different methods of establishment: formation period, excitement period, norming period, execution period and rest. Expect.

(1) Formation period

There are generally two possibilities for forming a team in an organization: one is to establish a team-based organization, that is, using the team as the basis for the operation of the entire organization ; The second is to adopt the form of a team within a limited scope of the organization or when completing certain tasks. Its characteristic is that the purpose, structure, and leadership of the team are uncertain. Team members individually explore the norms of behavior that are acceptable to the group. This stage ends when team members begin to see themselves as part of the team.

At this stage, the following two aspects of work should be completed: on the one hand, forming the internal structural framework of the team, and on the other hand, establishing the initial connection between the team and the outside world.

1． Forming the internal structural framework of the team

The internal structural framework of the team mainly includes the team's tasks, goals, roles, scale, leadership, norms, etc. In the process of its formation, we must understand the following issues.

(1) Should such a team be formed?

(2) What is the task of the team?

(3) What kind of members should be included in the team?

(4) How is the role distribution of Cheng?

(5) How big should the team be?

(6) What kind of code of conduct is needed for team survival?

2. Establishing initial contact between the team and the outside world

Mainly includes: (1) Establishing the connection between the team and the organization; (2) Establishing the authority of the team; (3) Establishing the need to evaluate the team’s performance and evaluate the team An institutional system that motivates and restricts behaviors; (4) Establishing connections and coordination between the team and the outside of the organization, such as establishing connections with corporate customers and corporate collaborators, and striving to achieve coordination with social systems and culture, etc.

At the beginning of the team formation, team members pay more attention to the goals and work procedures of the work to be done.

In terms of the development of interpersonal relationships, members understand each other and communicate with each other, and each other shows an interest and fresh feeling of being together. What all team members need to understand is what is expected of me? How can I fit into the team? What should we do? What are the rules?

In terms of behavior, it may appear as follows: not jumping into the situation easily before fully understanding the situation; enduring possible ambiguity and uncertainty about personal expectations; remaining polite and reserved, at least not showing off at first Hostile attitude, etc.

(2) Turmoil Period

After the team has gone through the formation stage, hidden problems are gradually exposed, and conflicts within the team intensify. Although team members accept that the team is still there, they are not optimistic about the team. The constraints imposed on them are still resisted by Israel and Palestine. Moreover, there are still disputes about whether this team can be successful in recent years and they do not help each other. During this stage, enthusiasm often gives way to frustration and anger. Resistance, competition, and jealousy are common phenomena, and those basic principles established at the beginning of the team's formation may be knocked down like a tree in the wind. The reason why this stage is important is that if the team members can make it through safely, what emerges is no longer the fragmented parts, but the team itself.

Agitation includes three aspects: between members and members, between members and the environment, and between old and new ideas and behaviors.

1. Agitation between members

After the team enters the agitation period, various conflicts will inevitably arise between members due to differences in positions, concepts, methods, behaviors, etc., such as work behaviors, task goals, and work Guidance and so on were all forgotten. At this time, interpersonal relationships fall into tension, and there may even be hostility, strong emotions, and challenges to the leader. As a result, some may temporarily look back and some may prepare to exit.

2． The agitation between members and the environment

First of all, this agitation is reflected in the agitation between members and the organization's technical system. For example, team members may not be familiar with the information technology system or new production technology used by the team in a new environment, and often make mistakes. The most urgent thing at this time is to conduct skills training so that members can quickly master the technologies used by the team.

Secondly, there is the turbulence between members and the organizational system. In team building, the organization will establish internal systems that are as suitable as possible for team operations, such as personnel systems, evaluation systems, reward and punishment systems, etc. However, since these systems are formulated and implemented within the organization, they may not be effective for small-scale teams, that is, they are poorly targeted. Therefore, it is urgent to formulate behavioral norms that adapt to team development.

Again, team members organize the relationship between other departments at the same time. As the team grows, it will have various relationships with other departments of the organization, and various conflicts will arise, which require good coordination.

Finally, the relationship between the team and social systems and culture also needs to be coordinated.

3. Agitation between old and new concepts and behaviors

During the turbulence period, the team will experience turbulence between old and new concepts and behaviors. Table 1-2 shows some of the main differences between traditional organizations and teams.

As can be seen from the above table, team building in traditional organizations will have to face a series of turbulence and changes in behavior. In this process, team building may encounter a lot of resistance. For example, members may reject new team behaviors because of fear of responsibility, fear of the unknown, fear of change, etc.; leaders may also refuse to make promises or give up strictness in recent years because of possible reduction in power. At this time, a series of means need to be used to promote the growth of the team.

(3) Standardization period

After a period of agitation, the team will gradually move toward standardization. In this stage, close relationships begin to form among team members, and the team shows a certain degree of cohesion. At this time, a strong sense of team identity and friendship will be generated. Maintain a positive attitude towards each other, show mutual understanding, care and friendship, and once again turn your attention to work tasks and goals, and issues that everyone cares about. It’s about mutual cooperation and team development. Team members gradually become familiar with and adapt to new technologies and systems, and seek a certain balance between the old and new systems. The relationship between the team and the environment has gradually become smoother.

In the confrontation between old and new concepts, new concepts gradually gained the upper hand and were gradually accepted by team members. In short, the team will gradually overcome a series of resistance encountered in team building, and new behavioral norms will be established and accepted by everyone.

The main danger that teams face at this stage is that team members are reluctant to offer good ideas of their own for fear of encountering more conflict. The focus of the work at this time is to help team members give up their silence by improving their sense of responsibility and authority. Giving team members new challenges shows trust in each other.

This stage ends when the team structure stabilizes and the team basically reaches a consensus on what is correct behavior.

(4) Execution period

Raise troops for a thousand days and use them for a while. At this stage, the team structure has begun to fully function and has been fully accepted by team members. Team members’ focus has shifted from trying to get to know and understand each other to completing the task at hand with confidence. By this point, people have learned how to disagree constructively, to withstand a certain amount of risk, and to face challenges with all their energy. Everyone has a high degree of mutual trust and respect for each other, and also shows a learning state of accepting new methods, new input and self-innovation from outside the team. The entire team has mastered the skills of how to deal with internal conflicts, has also learned various methods of team decision-making and team meetings, and can pursue team success through the team.

In the process of executing tasks, team members deepen their understanding and enhance friendship. In addition to a high degree of mutual trust, they can also take a step back and let the team show their tremendous energy.

(5) Rest Period

During the rest period, for the team, there are the following possible outcomes:

1. The team disbanded. A team is formed to complete a specific task. As the task is completed, the team will also disband due to the completion of the task. At this point, high performance is not the overriding priority, and attention is committed to the team's finishing touches. At this stage, the reactions of team members vary greatly. Some are very optimistic and immersed in the team's achievements, while others are very pessimistic. It is a pity that the friendship relationships established in the same working team can no longer be the same as before. Keep going.

2． The team takes a break. For other teams, such as the executive committee of a large company, after completing its phased work tasks (such as a one-year cycle), it will begin to rest and prepare for the next work cycle. During this period, there may be a replacement of team members, that is, there may be new members. Join, or original members leave.

3. Team reorganization. For teams with unsatisfactory performance, they may be ordered to rectify after entering the rest period. An important part of rectification is to optimize team norms. Here, the normative analysis method proposed by Pillnik is worth learning from.

First of all, clarify the norms that the team has formed, especially those norms that have a negative effect, such as strong leadership rather than collective leadership, individual responsibility rather than joint responsibility, attacking each other rather than supporting each other. wait.

Secondly, the specification profile is developed to derive the specification gap curve.

Thirdly, listen to opinions from all sides on reforming these norms, and formulate a systematic reform plan through full democratic discussion, including responsibilities, information exchange, feedback, rewards and recruitment of new employees, etc.

Finally, follow up and evaluate the reform measures and make necessary adjustments.

Two. How to maintain passion for team work

Marketing is a long-term war. If you want to win, you must first have a lasting passion for marketing work. Momentary passion and short-lived enthusiasm cannot achieve a marketing career. However, the work passion of marketers always comes and goes in an instant. So how can we maintain the work passion of the marketing team? Just master the 20 basic sales skills mentioned in this article.

1. First, hire talents who enjoy marketing. Confucius said: "Those who know well are not as good as those who are good at it, and those who are good at it are not as good as those who enjoy it." Therefore, when companies recruit marketing personnel to form a marketing team, they must choose people who enjoy marketing. Only those who enjoy marketing can be good at marketing. Generate strong interest. Only when you have marketing interest can you have marketing passion. Only when you have marketing passion can you try to maintain your passion and enjoy it. Therefore, when forming a marketing team, companies must choose talents who are willing to market.

2． Let the right people do the right things. Tailor-made clothes first. In marketing management, it is very important to identify talents, define jobs and use talents. Accurately determine the talents suitable for the job and the job the talents are suitable for, and then combine the talents and jobs. Accurate matching. Only by matching job choices with personal strengths can they complement each other and stimulate the passion for work of marketers. Therefore, only by letting the right people do the right things can companies maintain the passion for marketing.

3. Establish a firm belief that marketing will win. There are many uncertainties in marketing. We often have to face the blow of failure. It is common to encounter rejection and setbacks. This requires marketers to have a firm belief that they will win. In enterprise marketing management, it is necessary to help the marketing team establish the belief that marketing must win, downplay the negative stimulation of failure, tell the marketing team that failure is the mother of success, quickly regain self-confidence from failure, and re-establish the firm belief that marketing must win. Only then can you achieve marketing success. The belief of winning is the support of passion and the foundation for maintaining passion. Therefore, enterprises must establish the belief of winning in marketing.

4． Treat marketing work as your own business. Selflessness is only a relative term. Selfishness always emerges deep in people's hearts, so people are always the most concerned, passionate and responsible about their own affairs. The same is true when it comes to marketing. As long as a marketer takes marketing work as his own business, he will have passion, responsibility, and it will be easy to accomplish it. In daily marketing management, enterprises try to link marketing work with personal interests and explain the benefits that a certain goal or each specific work brings to marketers, such as important benefits in terms of sales revenue, bonuses and benefits, work skills, job promotion, etc. , in order to stimulate work passion and achieve marketing goals.

Therefore, companies must try to make marketers take marketing work as their own business.

5. Scientifically plan the goals of marketers. The Smart principle should be followed when formulating the goals of marketers. When setting goals, they must be specific, measurable, attainable, relevant, and relevant. Time-based (timebased), the Smart principle emphasizes four indicators. The lack of any one of them when setting goals cannot be regarded as a qualified goal planning. If the goal planning is not good, it will not be able to stimulate the passion of marketers. In this way, no matter whether the goal is easy to achieve or impossible to achieve at all Even if it is completed, it will not stimulate the passion of marketers for work, so companies must scientifically plan the goals of marketers.

6. Prompt fulfillment of marketing assessment commitments. Enterprises should fulfill their commitments on marketing personnel’s wages, rewards, commissions, job promotions, insurance, benefits, training and other commitments in a timely manner. These promises are like three meals a day for marketing personnel. If employees do not eat three meals on time, they will not have the energy to work. If commitments are not fulfilled in time, marketers will lose their passion for work. Therefore, companies must fulfill various commitments in performance appraisals in a timely manner.

7. Set an example in marketing management. The power of role models is infinite. A song about learning from Lei Feng’s good example has inspired generations of people to strive to do good deeds. Similarly, we must set an example in marketing management. Including typical characters, typical examples, typical operations in the marketing process, etc., use this as a reference to guide and standardize marketing work, stimulate marketers to release their passion, and better complete their tasks. Therefore, enterprises must set an example in marketing management.

8. Timely adjustment of the marketing layout structure is a common human problem. Marketers are often full of passion in the early stages of work, but become lazy and lose passion after getting familiar with or working for a period of time. It becomes more important to appropriately adjust the marketing layout structure at the right time. , this adjustment includes changes in marketing areas, transfers of marketing personnel, changes in customers, changes in marketing organizations, etc., through this adjustment to satisfy the marketers' desire for novelty and novelty, thereby rekindling the passion for work of the marketers. Therefore, Enterprises should adjust their marketing layout and structure in a timely manner.

9． Encourage all employees to participate in marketing innovation. The marketing innovation of an enterprise can not only meet the needs of market competition, but also stimulate the passion of marketers. If all marketers are encouraged to participate in marketing innovation, it will not only make marketers feel valued and respected. , can also reflect the pride of marketers as the masters of the enterprise, thus greatly mobilizing work enthusiasm and stimulating enthusiasm for work. Therefore, companies should encourage marketers to actively participate in marketing innovation.

10. Listen to and adopt feedback from marketers. Actively listen to and adopt feedback from marketers, including positive feedback, negative feedback, such as suggestions, opinions and even complaints. Build a communication platform or channel for marketers to vent, and answer questions for marketers. , provide support, soothe the souls of marketers, reduce the pressure and depression of marketers, so that marketers can go into battle lightly, glow with passion, and successfully complete marketing goals. Therefore, companies must listen to and adopt feedback from marketers in a timely manner.