How to Improve Employees' Quality Awareness Li Xinnong

To manage a team, the most important thing is authorization, the second step is to supervise implementation, and the third step is to establish your own management authority.

The work team is committed to common goals and performance goals, and assumes certain responsibilities. A group of heterogeneous members with complementary skills. Team members are "all-rounders" with various skills and enjoy a high degree of autonomy and flexibility in decision-making. In this multi-functional work team, the assumption of human nature and the basic needs of people have undergone fundamental changes, which requires rethinking the human factors in the organization.

First of all, the challenge of work team management to traditional management concepts.

Generally speaking, in traditional hierarchical organizations, departments compete for business resources and power, block knowledge, skills and information, and are unwilling to actively cooperate with other departments. There is no doubt that this kind of departmental management has caused artificial closure, which makes a lot of intellectual resources wasted because they can't work together and adapt to the rapidly changing external environment of the information society.

Compared with the traditional management, the factors faced by the work team have undergone great changes, which are as follows: (1) management changes, which are manifested in the weakening of administrative power, the equality of personnel relations and the automation of cooperation; (2) With the change of working methods and personnel quality requirements, employees are authorized to perform a set of tasks with a wider scope of work, but few people supervise their daily work behavior. This requires employees to be self-motivated, self-disciplined and conscious. Wood is only a professional who is proficient in a certain skill, but also a generalist who is familiar with multi-level knowledge and can communicate with each other. (3) The focus of training has changed. The focus of training has shifted from passive training to active learning. In other words, it is not important to only train employees how to do a good job. On the contrary, new generalists need to constantly accept new information and new ways of working. The focus of employees' learning is to gain insight into and understand the analysis of problems, solve ideas, and know how and why to do their own work.

Second, the problem of "people" in work team management.

People pay attention to the positive role of the work team, but ignore the contradictions and problems that may be caused by the lack of necessary conditions and the change of ideas in the management of the work team. As Rob Goffee and Gareth Jones pointed out in "What unites modern enterprises", "In the network organization, the characteristic of network culture is not the lack of hierarchy, but there are many ways to avoid hierarchy." "Network organizations produce two key capabilities: the ability to collect and selectively disseminate soft information; The ability to get supporters in the company. " However, "their low degree of unity means that managers often have trouble in exercising their functions or getting companies to work together." It is difficult for colleagues to reach an agreement on key issues. "There is a phenomenon of' high communication harmony and low unity' in the work team. Therefore, many problems and sticking points should attract enough attention and understanding.

Question 1: How to change the working habits of employees? In traditional management, the assessment criteria are very clear, people are used to focusing on their "work", the work schedule has been arranged properly, and they can finish their work when they encounter thorny problems. More importantly, they must have high communication skills and conduct extensive exchanges and cooperation with relevant personnel. However, the reality is that the organizations suitable for implementing work team management are high-tech and knowledge-intensive organizations. In traditional education, few scientific and technical personnel are good at communication, and they prefer to do their own work according to their own working methods. How can this situation change? One possible way to solve this problem is to create a relaxed environment through informal groups to shorten the distance between people. However, informal groups pay more attention to the problem of emotional satisfaction, but still have doubts about solving the working relationship.

Question 2: Why do people share information and knowledge? The premise of work team management is that people are willing to share their own information and knowledge and learn from each other. But the key question is, what is their motivation? Some viewpoints, starting from the hypothesis of economic man, emphasize that all employees understand that only by sharing knowledge and information can the overall interests be maximized and individuals be guided by interests. Otherwise, there will only be a "total loss" result, and no one can get rich benefits. Others believe that with the improvement of productivity, the demand of high-quality people has reached the demand of self-realization, and the assumption of human nature has changed. When a single person can't accomplish a complex task, people are willing to do so to achieve a common goal. It is worth noting that knowledge and information have always been a kind of power capital. Only by keeping knowledge and information secret can we maintain personal power and prestige. Naturally competitive employees believe that having more knowledge and skills than others can get higher positions and more income, and sharing knowledge and skills with others means putting their positions at risk. Therefore, whether managers or employees, it is almost an unconscious behavior to keep knowledge and information confidential. Faced with this contradiction, how to identify people's cooperative motives and what measures should be taken to change them?

Question 3: How to solve the "hitchhiking" behavior in the team? In work team management, "authorization" means a fundamental change in the traditional power base, and power is entrusted to individuals. However, a large number of data show that the cooperation between team members is often destroyed by the opportunistic behavior of some members, that is, the so-called "hitchhiking" behavior. At the same time, teamwork means overall action, and the form of assessment must be a group assessment based on the results of group work. But what if there are incompetent people in the team? Hitchhiking is undoubtedly another difficult problem in team management.

Question 4: How to solve the contradiction between the stability requirements and the innovation requirements of the team? The starting point of work team management lies in innovation. However, tacit cooperation is the result of long-term cooperation In order to form a close cooperative relationship, the team combination needs considerable stability. However, stability and innovation are often contradictory. Then, how to grasp the "degree" of the two in team management?

Third, the design of resource management in work team management

First, in order to adapt to the management of high-quality employees, the human resources department itself needs high-quality and multi-skilled employees to communicate effectively with other teams; Secondly, in order to meet the requirements of personnel replacement, unqualified personnel should be identified and replaced in time, and the human resources department should be able to provide fast and timely service support to form a harmonious rhythm with the team; Then, we should fully embody the "people-oriented" management thought. In every management link, employees' independent choice should be fully respected, and employees' pursuit of personal career should be incorporated into the whole process of human resource management.

1. Fully master human resource management. Work team management needs a good management foundation. For unqualified enterprises, the implementation of team management will only lead to disorderly management and low efficiency. Therefore, after determining the corresponding information technology conditions, the human resources department needs to comprehensively analyze the quality of enterprise personnel to determine whether the personnel quality has the implementation conditions. At the same time, it is further clarified whether to implement overall team management or partial implementation, with high requirements and high returns of the team as incentives.

2. Personnel recruitment. In addition to the strict requirements of personal education and training background and technical ability, recruitment should pay more attention to the optimal combination effect of team personality. Especially after the power is diluted, it is more important than ever to choose a leader with enough influence. At the same time, in order to reduce and avoid hitchhiking, employees must hold the same beliefs and values. In addition, a sensitive detection and elimination mechanism should be established for unqualified personnel, and enough qualified personnel "reservoirs" should be prepared to ensure the availability of personnel.

3. Personnel motivation. (1) In terms of materials, in addition to ensuring a high standard of living conditions, employees can also enhance their sense of belonging through stock options and other means; (2) In terms of job design, it is recognized that the motivation of team members mainly comes from the job itself, and reasonable working methods should be adopted to make employees realize the significance and value of the job. (3) Allow and encourage failure. Another feature of team management is to encourage innovation, which is accompanied by failure. Therefore, it is necessary to design reasonable fault-tolerant rules and stipulate the scope of financial support that can allow people to make innovative mistakes.

4. Personnel training. In team management, it is very important for people to accept new knowledge and information. In this way, training is no longer concentrated training in the traditional sense, but should be all-round and timely learning. Let employees feel the urgency of learning and turn every learning opportunity into an opportunity for exchange and cooperation. Therefore, it is necessary to make a careful training plan and realize the fundamental change of training concept.

5. Team culture construction. Team culture construction can run through all aspects of management. For example, in performance appraisal and salary management, the characteristics of the team are fully reflected, and the value created is determined by the collective results; Put team values throughout the training; Set an example for the team in a relaxed environment. In a word, we should persistently infiltrate the necessary concept of work team management into the behavior of each team member.

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