How to do a good job in team management?

Six abilities that managers should possess:

1, communication skills. In order to understand the interaction of employees in the organization and listen to the voices of employees, a manager needs to have good communication skills, of which "being good at listening" is the most important. Only in this way can subordinates not alienate themselves from Germany or dare to put forward constructive suggestions and requirements. Managers can also know whether their communication skills are successful through their subordinates' sense of identity, understanding and * * *.

2. Coordination ability. Managers should be sensitive to the emotions of their subordinates and establish channels for persuasion and venting. Don't wait until the opposition deepens and the contradictions expand before rushing to deal with them. In addition, managers should resolutely solve serious conflicts or contradictory events that may expand the opposite.

Even when the situation is unclear, we should take immediate measures to cool down and use appropriate and effective strategies to resolve conflicts immediately after we understand the situation. As long as we master the preemptive right and the initiative to eliminate contradictions, any form of opposition can be easily solved.

3. Planning and integration ability. Managers' planning ability focuses not on short-term strategic planning, but on long-term planning. In other words, a good manager must have a vision, have a vision, can't see the present but can't see the future, and let employees know the company's vision in time, so as not to let employees lose their way. Especially in decision-making and planning, we should properly use the integration ability, effectively use the wisdom of subordinates and existing resources, and avoid manpower waste.

4, decision-making and execution ability. In the democratic era, although there are many things suitable for collective decision-making, managers often have to make independent decisions, including allocating work, coordinating manpower and solving employee disputes. This often tests the decision-making ability of managers.

5. Training ability. Managers must be eager to have a strong work team, therefore, cultivating outstanding talents has become an important task for managers.

6. Control ability. There is a saying: "A leader will not set up an enterprise, but he will set up an organization to set up an enterprise." According to this statement, the premise of being a manager is to be able to build a team in order to further establish an enterprise. But no matter how complicated and changeable the role of managers is, winning the trust of employees is the first condition. ?

Extended data

Team is the core of modern enterprise management. Almost no enterprise does not talk about teams. It seems that the team is a panacea for enterprises to become bigger and stronger. As long as we attach great importance to team building, we can have a bright future.

Team is a good thing, but what kind of team is a good team and how to manage it well? However, many enterprise managers are not very clear about this, so there are many disadvantages in the process of enterprise team building, such as copying mechanically from theoretical works to team operation, which makes it difficult to produce a good team.

No idea can last. Persistence leads to rigidity and formalism, with very bad consequences. This problem exists in the construction of enterprise managers in full swing. It is inappropriate to regard the team as the highest standard of corporate culture construction, which does not conform to the diversified reality.

How should an excellent enterprise manager manage employees? The reason is also very simple, that is, to create a condition for employees to make full use of their personality to do their best. You don't have to be a team. It's too rigid.

Although enterprises also advocate innovation, if managers overemphasize team spirit, employees' innovative spirit will be suppressed. Suppressing individuality is suppressing innovation. Where can there be innovation without individuality? To put it to the extreme, enterprise managers should guard against fascism in team building.

Teams are needed, and enterprise managers should follow a principle while building teams, and cannot suppress employees' personality. Within the team, enterprise managers should give employees full freedom and say a few words that the minority is subordinate to the majority. You know, smart people are still a minority in the world.

Enterprise managers should emancipate their minds and think in a diversified way. The nature of the team is different in different enterprises. It is necessary to establish a team that meets the internal requirements of the enterprise, be flexible and not make a one-size-fits-all approach.

If the enterprise is labor-intensive, you can build a disciplined and organized team. If the enterprise is knowledge-intensive, it is necessary to manage employees with liberalism. It is most important to build a team that can give full play to their talents. Strictly speaking, it is not a team, and there is no need to emphasize the team. More attention should be paid to the individual creativity of employees.

Never let the team tie the minds of employees. Of course, discipline and cooperation are also indispensable. If an enterprise has both creative employees and operational employees, it can focus on operational employees in team building. It should be noted that the smarter people are, the more inclined they are to individualism. In this case, enterprise managers should pay attention to being targeted.

References:

Baidu team management encyclopedia