How to build the culture of the project team

1. Project management team and its team spirit

Two internationally renowned authors, Joan R. Katzbach and Douglas K. Smith, wrote in the book "The Wisdom of Teams" Points out: "A team is not just any group working together. Teamwork represents a set of values ??that encourage listening, responding to others' ideas, supporting others, and respecting the interests and achievements of others."

When examining a successful team, it is not difficult to find that they all have the same characteristics: first, the most basic components of the team - team members, are selected and combined and specially equipped; second, each member of the team Each member does something different from other members; thirdly, team management is to treat each member differently, so that each member's personality and expertise can be continuously developed and brought into play through careful design and corresponding training.

In this way, the clear difference between the team and the general group is revealed - creating team performance. Where does team performance come from? Fundamentally speaking, the results come first from the individual team members, and secondly from the collective results. In a word, the team relies on the collective contributions of individual members to achieve tangible collective results. Instead of requiring team members to sacrifice themselves to accomplish the same thing, team members are required to exert themselves to do everything well.

It can be seen that one of the major characteristics of the team is that team members must complement each other in talent. The guarantee of jointly accomplishing the goals and tasks lies in giving full play to everyone's strengths and creating a synergistic effect.

The generation of synergy requires the centripetal force and cohesion of all members. Making the collective move from a loose collection of individuals to a team, this is the highest level of cohesion of team spirit - team spirit.

So what exactly is team spirit? Can we say that there is such an atmosphere in the group: it can continuously release the potential talents and skills of team members, make employees feel deeply respected and valued, encourage frank communication, avoid vicious competition, and use their positions to find the best In a collaborative manner, for a unified goal, everyone consciously recognizes the responsibilities and willingness to bear, and contributes together to this end.

2. Team culture and its characteristics

Team spirit must come from the conscious inner motivation of team members and from the conscious values. Team culture, as the same values ??and moral principles, the same spiritual pursuits and behavioral norms of all members of an organization's team, is the external manifestation of team spirit.

The team culture also has the following functions and characteristics:

1. Guidance function. It points out the direction of the team's efforts and guides team members to the team goals determined by the team. What the team promotes and advocates, what team members' attention will inevitably turn to, the stronger the team culture, the less need for exhaustive and detailed rules and regulations.

2. Improve functions. Advanced cultural concepts can improve the aesthetics of the team image and increase the added value of the team brand.

3. Cohesion function. A team culture that is recognized by team members is like a banner, making team members consciously surround themselves and attracting them to follow, while also attracting team partners and service recipients.

4. Incentive function. A noble culture will generate a huge push, giving team members something to look forward to, giving collaborators outside the team the motivation to cooperate, and inspiring confidence in those they serve.

5. Stable function. The correct culture has an assimilation force that weakens and transforms some negative "sub-ideas", so that the correct ideas "unify the world" and the team is in an orderly state to facilitate smooth and powerful operation.

3. The relationship between team culture and corporate culture

An enterprise is an economic organization that uses management as a means and profit as the purpose. The implementation of survival and development behaviors of economic organizations such as enterprises, like other social behaviors, is permeated with cultural heritage. As a spiritual manifestation of corporate organization and employee behavior, corporate culture can better reflect the overall quality of an enterprise.

Successful companies have a strong culture, that is, all employees deeply identify with and consciously abide by the company's values, systems, and behaviors, recognize and love the company's logo and brand image, and the company has strong internal cohesion. Therefore, cultivating excellent corporate culture, nourishing and enhancing the core competitiveness of enterprises is a strategic choice for enterprises to take the road of sustainable development.

The project management team, as a collective organization organized by the enterprise to realize a specific project and achieve a phased goal, is also inseparable from the influence of corporate culture. At the same time, more importantly, it must be in the context of corporate culture. Below, establish the team culture that the team has.

The formation of team culture makes every employee in the team no longer a loose individual, but a member with a common understanding of the company's vision, mission and core values. In the composition of team culture, "vision" is the description of the ideal state that the team wants to achieve in the future, and is the expectation and pursuit of the future. It can call and drive members to work hard, inspire and inspire members to devote themselves wholeheartedly and Dedication; "mission" points out the focus and direction of the team's efforts; "core values" are some principles that guide members' daily behavior and improve adaptability to the external environment and internal coordination. The team's vision, mission, and values ??are not just slogans, they must also be implemented into the behavior of each team member.

IV. The necessity of cultural construction in the project management team

In order to build our group into a team with passion and vitality, we must pay attention to the following aspects:

1. Change the attitude of every employee in the team

The attitude of employees and the vitality of the team determine the fate of the team. Only by allowing employees to change their work attitudes can the entire team be dynamic. In fact, for anyone who is doing a repetitive job every day, one day they will become very bored with the job. Therefore, as a team leader, the first thing to do is to make employees passionate about the work they do and make them like the work. This is more effective than any motivation method.

2. Determine and realize the team's common goal

Team goals are the core driving force for the team to form team spirit. To achieve team goals, the team's integration and ability must be enhanced. individual drive.

Ideologically integrate and enhance team cohesion. Only when managers are highly unified in ideology and have no differences can they ensure that the company's policies and measures are implemented step by step starting from the middle level and moving forward, ensuring that the individual strengths and goals within the team are in the same direction, and avoiding "internal friction".

Integrate actions to achieve maximum integration within the team. The progress of the team needs to be consistent. On the basis of a unified ideological concept, it is necessary to train, guide and help the "shortcomings" team members at any time, and at the same time, it is necessary to give full play to the complementary skills of team members.

Integrate from the perspective of value realization, combining personal self-realization with the interests of the team. Individual drive is based on employees' psychological needs such as self-esteem and self-realization, making employees eager to constantly improve themselves, bring out their potential, and enthusiastically and proactively devote themselves to the completion of tasks.

3. Create a supportive human resources environment and cultivate a sense of pride among team members

In order to create a high-performing team, management should strive to create a supportive The human resources environment includes advocating that members consider issues collectively, leaving enough time for everyone to communicate, and expressing confidence in members' ability to achieve results. These supportive practices help organizations take a necessary step toward teamwork.

Every member hopes to have a glorious team, and a glorious team often has its own unique logo. If this symbol is missing, or if it is damaged, employees' pride in being a team member will be gone. The pride of team members is the spiritual motivation for members to contribute to the team.

It can be seen from the above that to create a team with passion and vitality, it is inseparable from the cultural construction of the team.

5. Methods of cultural construction in the project management team

1. Reposition the team culture

Excellent corporate culture produces the same values and a sense of identity, strengthens communication and coordination among employees and departments, breaks down barriers between each other, and is critical to the creation of core capabilities with the entire enterprise as the carrier. Once the values, beliefs and other factors in corporate culture are formed, they tend to remain stable for a certain period of time, while corporate strategy and core capabilities are in a dynamic development due to continuous learning, innovation and changes in external conditions. Therefore, with the above The corporate culture of one stage's corporate strategy and core competencies will have a great impact on the creation of the next stage's corporate strategy and core competencies, and in most cases it is often unfavorable.

The rules of corporate culture limit work capabilities and the effective operation of the company, which requires a leadership team that is brave enough to change and be able to constantly update and change the corporate culture (i.e., the repositioning of corporate culture). Talents create a good working environment so that corporate culture always plays an active role in the execution of corporate strategies and the creation of core capabilities. As a management team, it is even more necessary to reposition the team culture.

2. Refining the core values ??of the team

If any organization wants to continue to survive and succeed, it must first have a sound core value (Worth a view in core) as all policies and actions The premise is that the most important factor in team success is faithfully following these core values. If these core values ??are violated, they must be changed.

When doing cultural positioning, the key point is to grasp what you really believe in, rather than grasping what other companies set as values, nor what the outside world thinks should be ideals. This is Distill the team’s core values.

First define the elements of team culture, and then through repeated top-down and bottom-up communication, finally determine 3 to 6 core values ??of the team.

3. Integrate team culture with human resource management

It must be clear that the formation of team culture must be combined with the human resource management of the team to a large extent in order to integrate Abstract core values ??are coordinated through specific management behaviors, truly recognized by team members, and communicated to the outside world through members' behaviors, forming a team culture that is widely recognized within and outside the team, and truly establishing the external image of the team.

Integrate core values ??with the team’s selection criteria, and implement the requirements of core values ??in team training so that team members understand the team culture, especially the team’s core values, when formulating positions and When formulating employee development policies, team members must be clearly told that the team will only train and develop those employees who have a high degree of cultural fit with the team.

4. Integrate the requirements of team culture into employee performance and incentives

In the team’s performance and incentive management system, the content of the team’s values ??must be used as an evaluation and Part of the motivation content is to specifically describe the team's core values ??using various professional behavioral standards, and to achieve the purpose of interpreting the team's core values ??by encouraging or opposing certain behaviors.

5. The formation of culture must be combined with the system

Through various flexible and pragmatic communication mechanisms, core values ??can be understood and consistent from top to bottom, thereby truly forming a core value in the minds of team members Sense of identity. You can carry out symbolic celebration ceremonies, etiquette, and commemorative activities, or you can set up typical heroes and legends. Through the method of "setting up examples", you can clearly tell the members what to promote and encourage, and the members will know what they should do. Do. Of course, this also requires all managers to participate and be role models for faithfully practicing the team's core values.

At the same time, we should start revising the parts of the system that are inconsistent with cultural construction, and use core values ??to guide the revision and improvement of various management systems. Spend time training managers in accordance with the requirements of core values ??to make corresponding improvements in management methods.

6. Conclusion

Team culture and team management have a natural and inseparable connection. Team culture is summarized, summarized and refined in the process of continuous innovation in internal management of the team. The product of internal team management is the foundation of team culture construction. It is impossible to talk about team culture construction without team management, and it is impossible to build culture for the sake of culture.

To carry out team culture construction, we must take strengthening team management and innovation as the carrier, market as the guide, public demand as the purpose, economic benefits as the center, humanized management as the means, and strive to create a team with a strong team spirit. Develop your own unique team culture, improve the cultural content of team management, closely combine team management with cultural construction, and create an atmosphere of management culture in the team. Team culture construction must be done in five combinations, that is, team values ????should be closely integrated with human resource management to fully mobilize the enthusiasm of employees; team service concepts should be combined with service management work, treat people with sincerity, and truly embody the purpose of "customer first" ; The team's business philosophy should be combined with market competition and advocate striving for first-class team spirit; the team's management philosophy should be combined with the team's management goals, striving for standardized and efficient management; team culture construction should be combined with employees' ideological and political work, Establish the concept of learning and innovation.

Therefore, it is necessary to promote the improvement of team culture building level through management innovation, and to promote the upgrading of team management through team culture building.