What are the problems existing in the team?

What are the problems existing in the team? The team leader is also closest to the grassroots level, understands the grassroots level, and can promptly discover existing or budding problems among grassroots employees. The management quality of team leaders is of great significance for comprehensively improving the management level of the enterprise and promoting the healthy and rapid development of various tasks. What are the problems existing in the team? Chapter 1

1. Wrong mentality 1: Like to discuss or exaggerate the shortcomings of individual leaders.

There are some very strict leaders in daily work, and everyone dislikes them privately. After work, we especially like to magnify his shortcomings, especially after drinking a few glasses of wine, everyone will condemn and even insult him with indignation and passion.

When we grow up and look back, we find that these leaders with strict requirements are our benefactors. Their strict requirements are just that they hate us because they hate iron.

I suggest that all current team leaders should not talk about your leaders behind their backs. The leader you criticize today may be how you manage your subordinates in the future.

2. Wrong mentality 2: Expect team leaders at the same level to make mistakes.

At work, team leaders at the same level have various competitive relationships. Sometimes they discover their mistakes and deliberately do not tell them. When the problem worsens, they secretly tell the supervisor behind his back, and then prove it in front of the supervisor. I'm better than him.

When we grow into senior leaders and look back, all this is just a small trick in the eyes of the leaders. A true winner does not expect others to make mistakes, but actively helps others grow. Don't think that if you kill your peers and superiors, you will become a success. In fact, this is not the case, because your leader has already had a sharp eye.

3. Wrong mentality three: Like to hand over problems and conflicts to leaders.

Whenever you encounter a problem at work, you can report it directly to your leader without even thinking about it. Even when it comes to communication between departments, I don’t want to offend anyone, nor do I want to communicate across departments. Let the leaders wipe our butts for us all day long and run around with a frown on their face.

Thinking back now, we asked our leaders to always do judgment and answer questions for us. In fact, we should really provide our leaders with multiple-choice questions with answers, and just let the leaders confirm. In fact, the real The beneficiary is ourselves.

4. Wrong mentality four: When your opinions are inconsistent with your superiors, you push forward negatively.

When your opinions are inconsistent with those of your superiors, you will push forward negatively in your heart. On the surface, I acted in accordance with the leader's opinions, but during the process I did nothing. I worked hard to use the results to prove that the leader's opinions were wrong, and then asked the leader to agree to handle the matter in accordance with his own opinions. In the end, the matter was a perfect success.

Looking back, we should strictly implement the leadership’s opinions and constantly make corrections and improvements in the process. If the leadership is indeed wrong, we should communicate actively and honestly instead of delaying the department for our own petty emotions. work, affecting the reputation of the department.

5. Wrong mentality five: Protect the employees you like and strive for some benefits for the employees who support you.

In the distribution of piece-rate wages, he secretly used his rights to give extra rewards to employees who supported him, deliberately retaliated against employees he disliked, and lowered his coefficient during the performance appraisal process. I think I don’t know anything about heaven and earth, but in fact there is no airtight wall in the world. The leader at that time did not expose you, but only maintained your small authority and expected you to take the initiative to improve, let alone affect your enthusiasm. What are the problems existing in the team? Part 2

1. Think that team building is an image project. Many companies carry out team building by just going through the motions, hanging a display board, writing a few slogans, putting the system on the wall, putting the culture on the wall, and then improving the environment for the team, buying a few pots of flowers and plants, adding some equipment, thinking this way It's just team building, but it doesn't involve the front-line team work itself and the management itself.

2. I believe that team building is cultural work.

Many teams regard team building as cultural construction. They organize employees to collect a class name, design a team logo, collect several cultural slogans, hold several cultural activities, and enrich the cultural life of employees. We know that although cultural work is It is part of team building, but cultural work can never replace team building.

3. Think that team building is training. There are also some companies, when it comes to team building, they just give classes to team leaders, conduct training, and improve awareness. After the training, there is no implementation, no advancement, and no transformation. This kind of team building is also seriously skewed, achieving twice the result with half the effort.

4. Think of team building as an activity. We know that team building is a systematic project, not something that can be accomplished overnight. It is a management improvement task related to the foundation of enterprise development. However, in many companies, team building is carried out as a short-term management activity. After half a year or a year, several studies are organized and a few benchmark teams are selected, and then team building is considered to have been carried out. This has led to a wave of team building and has been carried out for a period of time. Time disappears. Team building has not settled down and has become the daily management work of the team.

5. I believe that team building is a grassroots matter. Team building is a matter for the team leader. It has nothing to do with our functional departments or our middle managers. This is a common voice in surveys. We say that team building is not just a matter for front-line teams, nor is it just a matter for employees. Team building is related to the overall development of the company and is a matter for all employees to participate. So, here comes the question, how to involve all employees, and what role do the top and middle levels play here? We have a principle called: the top level plans the momentum, the middle level sets the stage, and the team sings the show. I won’t go into details about how to set up a stage and how to gain momentum. It will be discussed specifically later.

6. Think that team building has nothing to do with business. This is the biggest misunderstanding. The reason why the team building work of many companies cannot be effective is because it is not integrated with the business and every link of daily work. As a result, we have to do something else, which wastes people and money, but has no effect. What are the problems existing in the team? Chapter 3

1. Management misalignment

Management misalignment is the most serious problem in team management at present, which is mainly manifested in the following two aspects:

(1) The basic functions of team management are not brought into play. As the main body of team management, the squad leader lacks the management concepts and management ideas that he should have, which is reflected in the leadership management concept of a model worker. His professionalism at work is commendable, but how to lead the entire team is a weakness. Such a large amount of daily management content fell on the head of the deputy director in charge. As the most basic unit of enterprise management, the management was misaligned and could not keep up. The result was that the entire workshop was delayed.

(2) Inadequate team management will affect the overall situation. Because some team leaders do not pay attention to management and do things in a careless and sloppy manner, while team members work more casually and have no details to speak of, team management is full of loopholes and problems, the consequences of which affect the overall situation.

2. Weakening of execution ability

(1) Weakening of understanding of systems and requirements. At present, the management organization of enterprises is very large, and the systems formulated are very complete. However, there are not many middle-level cadres who truly understand management intentions and implementation methods, not to mention that team leaders act perfunctorily. It is difficult for team leaders to truly implement difficult systems to the letter, resulting in good corporate decisions being delayed at the end. There is no effective implementation and execution at the grassroots level.

(2) Weakening of leadership and management of team members. The mentality of employees in modern society is very complex, and their quality is even more uneven. The team leader's responsibilities, rights, and interests are not unified within the team, and authority cannot be established. It is difficult for team leaders with low qualifications, little power, and lack of leadership skills and management experience to control these management objects well. Therefore, the team leader is simply unable to assume the leadership and professional management of the team.

(3) Weakening of help and guidance to team members.

Since many companies are far behind in training team leaders on their organizational skills, team leaders’ leadership and organizational skills have long been based on experience and cannot keep up with the pace and requirements of enterprise development. The technical and professional skills of individual team leaders are even lower than those of ordinary employees. Employees are unable to help and guide, the team has no energy, and the completion of production tasks is unstable.

3. Weak team awareness

(1) There is no clear team mission. At present, many companies have not established a core value among their employees. The core values ??of an enterprise have not been truly formed in the enterprise, which prevents the management culture from forming an inherent value culture. Without inherent things, there is nothing intrinsic. So what is the mission of our company? What is the mission of our management team? The mission of our team is even more unclear.

(2) Lack of centripetal force and cohesion. Some team leaders have low quality and accomplishments, are narrow-minded, and cannot listen to the opinions of employees. There is no centripetal force and cohesion within the team; team members are distracted, muddle along, have no enterprising spirit and combat effectiveness, and lack a common goal. This kind of team that lacks a common goal and lacks team awareness determines that it is a team that is brave enough to see advantages and can only share wealth and wealth but not overcome adversity. The result is often a hindrance in the trailer room.

4. Lack of self-improvement capabilities

An enterprise’s self-improvement and self-improvement capabilities are key factors that determine an enterprise’s viability. The self-improvement and self-improvement capabilities of the team are also the internal motivation and source of the enterprise's self-improvement and self-improvement capabilities. However, collective rejection at the team level is currently very serious, which seriously hinders the formation of self-improvement and self-improvement capabilities. The main reasons are as follows:

(1) Unfair distribution makes managers at the team level feel disgusted. Since the workshop team bears the dual pressure of workshop management tasks and indicator tasks, most middle-level and first-level managers in the workshop now enjoy annual salary benefits. There is a big gap between the income of the team-level managers and the income of the middle-level and first-level managers in the workshop. The remuneration is low and does not reflect the labor difference with other employees. The worsening contradiction between responsibilities and interests has caused the spread of disgust among employees, and their resistance is very strong.

(2) The company has no clear regulations on internal promotion, the employment mechanism is inflexible, and it does not provide good development space for employees. The long-term tenure of middle-level managers in enterprises has narrowed the room for promotion of first-level managers, seriously hindering the driving force for self-improvement of first-level managers. Nowadays, it is common for middle-level managers to serve indefinitely. A large number of team members have been engaged in the difficult work of managing people, affairs and indicators at the grassroots level for a long time. Faced with endless expectations, they have developed a strong sense of disgust. This phenomenon has developed. If this continues, it will cause serious harm to the enterprise.

To solve these problems, it is definitely not enough to rely on employee consciousness. It is also necessary to establish a long-term human resources management mechanism within the enterprise. This can be done through the five-star intelligent manufacturing learning and improvement platform. Compared with the introduction of traditional The cost of consulting and building an enterprise-level management platform is lower. The fragmented learning model avoids the lag in time and efficiency of centralized training. It is more conducive to enterprises to promote independent improvement of employees, helping enterprises to continuously and effectively improve the overall level of employees and achieve cost reduction. Enhance efficiency and high-quality development. What are the problems existing in the team? Chapter 4

1. Emphasis on the part but not the whole.

Team teams tend to be self-centered, focus on the interests of small groups, and lack overall interests, team spirit and understanding of the enterprise. Sometimes, there is still a lack of initiative, disregard for the overall situation, and lack of teamwork awareness.

2. Focus on output and light on cost.

The team is concerned about how to complete the work tasks and achieve how much output value, rather than thinking more about how to save materials and reduce costs. Extensive management leads to large on-site waste.

3. Emphasis on skills over management.

Some team leaders have high operational skills, but low management level. The basic management of the team is weak, the management is not in place, and the execution ability is not strong. As a result, many new management ideas and management measures of the enterprise cannot be implemented in the team.

4. Emphasis on experience over improvement.

The team does not have a strong awareness of innovation and improvement, and has few rational suggestions. It likes to rely on past experience and leadership instructions to do things. It is not good at discovering and solving problems by itself, actively thinking about practice, and is satisfied with the current management status.

5. Focus on production rather than life.

Team teams often focus on completing work tasks and lack care and concern for employees’ ideological education, spiritual life, emotional changes, health status and family situations, and have poor communication channels.

6. The team has weak awareness of democratic management, opaque management, scattered people, weak cohesion, and lack of cultural atmosphere.

7. Team management lacks goals or unclear goals, has a single incentive mechanism, and lacks a strong sense of innovation and enterprising spirit. What are the problems existing in the team? Chapter 5

First, the team leader’s self-positioning is vague

Many team leaders simply believe that they are in technical positions rather than management positions, so they only focus on technology and neglect Daily management of class members. If this situation goes on like this, most team leaders work very hard and often act as fire captains, while some team members have very little workload every day. This is because the role of team leaders is not clear enough and they do not position themselves as a manager. Therefore, it is easy to neglect the training, education and guidance of class members, resulting in a continuous decline in the enthusiasm of class members;

Second, the team leader is the most difficult to be

The team leader is the most difficult person in the enterprise Difficult to do, administrative orders can be used from the middle level to the team, but in many cases administrative orders are ineffective when dealing with team leaders, so more effective management methods and management methods must be adopted;

Third , Insufficient team cohesion

Especially in state-owned enterprises and central enterprises, the performance is more obvious, mainly manifested in:

1. Affected by their own physical constitution, the internal staff of the team are less proactive The performance is not very comprehensive, and many people still retain the strong "iron rice bowl" imprint in their hearts;

2. Assessment and other issues have led to everyone doing whatever is tested, and the initiative of work is greatly restricted. Of course, the benefits of doing this are also obvious, and employees’ planning is becoming more and more standardized;

3. Influenced by the introverted character of the Chinese, the more you do, the more you do it well. Yes, if you don't do it well, you may be punished or even cynicized by others;

4. The impact of the working atmosphere of the team. In the entire team and even the entire enterprise, everyone's working atmosphere will lead to many problems. Jobs that are difficult to integrate;

5. Other unspeakable reasons;

Fourth, old comrades often shirk their duties and have low enthusiasm

1. Old comrades due to It is difficult to be replaced by experience and experience, so there is a feeling of perseverance and arrogance. After all, many things still need to be completed by them, but I always tell the team leader one thing. In the company, veteran comrades have a negative attitude towards the unit and towards the company. The company's emotions must be more emotional than those of young people. How to guide old comrades is very important

2. Restricted by age, major, education and other conditions, promotion is more difficult, so it is difficult to get effective incentives and work Motivation has been greatly affected;

3. No stimulation, no challenge, or indifference to emerging things and other reasons that lead to lack of enthusiasm;

Fifth, team leader management Insufficient ability

Team leaders are basically promoted from outstanding front-line employees, so they are all skilled in technology. However, these team leaders have basically not received systematic management training. The current management model is based on past immature experience and their own personality. It lacks a certain scientific nature and has not mastered effective methods and techniques for the management of this team to make the team's execution more difficult. Strength, cohesion, and centripetal force are difficult to achieve a good state.