How to manage a team to make it have team spirit cohesion

How to manage the team how to manage the team?

To manage a team well, we must first manage ourselves, become an excellent team manager, do our best in all aspects, set an example for the team, bring our excellent work style to the team, influence every member of the team, be broad-minded and impress every member with sincerity.

Second, we should establish good training work in the team and teach the company's culture and work skills to every member of the team in practical work. You know, sharpening a knife without mistaking a woodcutter is the first step, and rich corporate culture and knowledge and skills training are also the best way to retain team members.

Third, cultivate a good and rigorous work style in the team, so that every member can understand that coming to the company is for work, not for entertainment.

Fourth, humanized management, rigorous work, but there must be humanization between managers and members. Managers should think from the standpoint of members, how to coordinate their work emotions, establish good interpersonal relationships between superiors and subordinates, and let members feel that this team is warm.

Fifth, let each member understand the goal of team work and master how to accomplish the goal efficiently.

Sixth, as the behind-the-scenes commander of the team, members will certainly encounter various problems that they can't cope with in their work. As managers, their most important duty is to do a good job of directing, form good communication with members, and cultivate the work habit of reporting and communicating in time when any problems arise in the work of members. Managers will give employees with problems the best solution through personal work experience and communication with superiors until the work problems are solved.

Seventh, coordinate the relationship between the upper levels, convey the tasks and ideas of the upper levels to each of their own members, and let the team achieve good coordination, goals and even the smooth completion of the company's goals from top to bottom.

How to manage a team well?

First of all, we should manage ourselves well, become an excellent team manager, set an example, learn to listen and keep learning.

1) We should create an atmosphere of effective communication, be good at motivating and be infectious.

2) Cultivate a good and rigorous work style in the team, so that every member can understand that this is work.

3) Let each member understand the objectives of team work, which should be quantified and detailed. Master the method of efficiently accomplishing work objectives.

4) Learn to authorize, but control it properly. (Reasonable division of labor, from each according to his ability)

5) Be open to differences, suggestions and different voices.

6) Humanized management, rigorous work, but there should be humanization between managers and members. Managers should learn to put themselves in the other's shoes, coordinate the work emotions among members, establish good interpersonal relationships between superiors and subordinates, and let members feel that the team is warm.

Give full play to personal ability and charm, cultivate and have team spirit.

Some of them are borrowed from others.

How to manage a team?

First, the captain >; leader

In any case, any organizational model needs to take leadership as the core. The difference between the leader and the led is that the leader can create a good working environment and lead everyone to success. The selection of the core of marketing team leadership is more strict, because the work and leadership style of the core of the team will determine the direction of team building. In addition, in the management of marketing team, many are management that embodies cooperation and coordination, rather than administrative management. Therefore, marketing team leaders need good coordination and management ability, business ability and team building awareness. In practical work, there are many business managers with outstanding performance. They are constantly busy every day, and their performance may come up. But their subordinates don't know how to carry out their work, and even regard completing sales reports as their main job, so that the strength of the team has not been brought into play. When the leader is transferred, it is difficult to find a suitable replacement in the team. In another case, the regional manager is busy with all kinds of headquarters reports and meetings every day, rarely participates in business work, has no good guidance and supervision on the work of subordinates, and has not implemented team building. How should the core of marketing team form a team? I think we can start from the following three aspects:

1, establish the core image and prestige.

Obviously, the regional market leader appointed by the company is the core of the team's leadership. Appointment is based on this person's historical performance and can also be understood as his professional ability. With performance and ability, the next step is to sublimate performance and ability into prestige. Pass on your work experience to your employees, especially those who are new to the business. If your subordinates regard you as a coach, they have no reason not to respect and accept your guidance. It is common for customers to complain about salesmen in sales work, which may be because the work is not done well or because the customers are unreasonable. This is a good time for you to establish your prestige and bear the mistakes that employees can forgive and the complaints from customers. However, in actual work, many regional leaders will blame their subordinates without thinking when receiving customer complaints. This is very wrong. Taking on more responsibilities at work will help you establish your prestige.

2. Create a good communication environment.

The power of communication is beyond doubt. If you have opinions and contradictions, if you don't say them, you will accumulate resentment; If there are problems, they will pass the buck, and there may be bigger problems. These are all manifestations of insufficient communication. I have always believed that there must be a solution to the problem, if everyone has sufficient communication and cooperation. Why are there communication barriers? I think there are the following reasons: a, the core of leadership is bureaucracy, arbitrariness, and thinking that they are always right. This situation generally appears in the core of leadership with strong business ability. The specific performance is the name of the team members to the leaders. If there are only five people in the team, what are the names of the leaders, such as "manager" and "director"? I'm sure the communication of this team is not very smooth, followed by "leader" and "boss", and it's best to call each other by name. I have a familiar example here. In order to better communicate with Lenovo employees, Lenovo's boss Yang asked each employee to call him instead of his boss. You can imagine how smooth Lenovo's communication will be. Of course, I don't ask every team to do this. You can decide the name according to your company's corporate culture and work style. B. Establish a communication platform. There are many regular meetings in general sales work, which can be used for good communication. I suggest that in the sales meeting, we should not only look for market problems, but also give more praise and affirmation. In addition, you can also make an appointment to communicate alone at some time every month. Listen to the thoughts of team members. C, take part in more group activities. Many foreign companies are doing very well in this respect. On the one hand, it can strengthen employees' sense of belonging, on the other hand, it can deepen mutual understanding. This is also an important part of team culture construction.

3, a reasonable division of labor, from each according to his ability.

There is a popular saying in the marketing field; Only excellent teams, no excellent individuals. And my understanding is: in an excellent team, everyone is excellent. After more than 20 years of market economy, many industries have entered the era of relative brand consumption, that is to say, marketing work is mainly intensive in the terminal market-diligence. In terms of big marketing planning, there are working instructions from the marketing director of the company headquarters. This is also a sign that marketing has entered the era of "system model" from the era of "marketing hero". In this case, the daily work of the team leader is to plan, guide and supervise the sales tasks in the regional market. But it is not easy to give full play to the potential of each member of the team and reflect it to the height of teamwork. Generally speaking, regional subdivision management and classification are two popular modes of division of labor at present. But this does not give full play to personal characteristics. The best way is "vertical and horizontal division of labor", that is, on the basis of regional subdivision and classification, cross-regional and cross-category cooperation is carried out according to personal business expertise. For example, on-site promotion, customers

How to manage a team well?

In fact, complex things are actually very simple to solve, and seemingly simple things are actually very complicated. Your business seems complicated, but it's actually very simple to solve.

First of all, your own question:

First, if you are the leader of these four teams, you should be able to dominate these four teams, which is called dominance in management.

Second, when you have dominance, you are responsible for these four teams. This is called responsibility.

Third, the perfect unity of domination and responsibility, you can dominate, demand and coordinate four teams.

Second, your own ability.

When you lead these four teams, especially the marketing team, you should have certain interests as the link of teamwork. Establish a four-group marketing system with you as the center, not four "independent groups"

Furthermore, the loyalty of the four captains to you.

In fact, without introduction, it is very complicated and it is very simple to find out. You'd better figure these things out yourself. Reference books sometimes make you lose yourself and the essence of management. I hope you will succeed, my QQ 1246473 1.

How to manage a team well?

First of all, we should manage ourselves well, become an excellent team manager, set an example, learn to listen and keep learning.

1) We should create an atmosphere of effective communication, be good at motivating and be infectious. 2) Cultivate a good and rigorous work style in the team, so that every member can understand that this is work.

3) Let each member understand the objectives of team work, which should be quantified and detailed. 4) Learn to authorize, but control it properly.

5) Accept differences, learn from each other's strong points, and be brave in accepting suggestions and different voices. 6) Humanized management, rigorous work, but there should be humanization between managers and members. Managers should learn to put themselves in the other's shoes, coordinate the work emotions among members, establish good interpersonal relationships between superiors and subordinates, and let members feel that the team is warm.

Give full play to personal ability and charm, cultivate and have team spirit. Some of them are borrowed from others.

How to manage a team well?

"He who wins the hearts of the people wins the world" is a famous saying in China's Confucian classics. Understanding modern enterprise management from the Confucian spirit is "enterprise management, in essence, managing people's hearts". Starting from respecting human nature, based on human needs and aiming at the common growth of teams and individuals, a systematic management model focusing on human characteristics is established.

Management team is the job of being a man, and it is the job of doing people's hearts. The era of individual heroism is over, and what enterprises need now is excellent managers and some teams. Each team member has his own personality and characteristics. To maximize his team strength, the most important thing is to unite his heart and move towards the same goal. Management is leading the team, and leading the team is leading the people.

All men are created equal.

The essence of managers and employees is the same, and everyone's purpose is the same. What kind of prince would like to have? All men are created equal. There are no natural leaders and no natural subordinates. Leadership is more the result of grassroots exercise and continuous improvement of self-cultivation. So we should have a sense of equality. Don't get cocky in front of employees. Use the employee's mentality to perceive the mood of team members and look for * * *. Establish mutual trust and make it the core cohesion of the team.

Leadership responsibility

Bill? Gates said, "People may not be great, but they must not be irresponsible." The level of NLP understanding tells us that everyone often gives himself an identity when thinking about problems and dealing with things. "Who am I?" "What is my mission?" And responsibility is the concrete expression of identity.

As a team leader, he has more rights and responsibilities than ordinary employees. Team leaders need to be responsible not only for themselves, but also for team members. Only when leading cadres have a strong sense of responsibility can they dare to undertake team responsibilities, do a good job with respect for their own responsibilities and work hard for the realization of organizational goals. Selfless sense of responsibility is a powerful internal driving force for leading cadres to lead the team forward.

Mind your own heart.

Management cadres need to be strict with themselves and lenient with others in order to be truly convincing. Only by taking care of your own heart can you ask others. Encourage team members to unite and make progress with their own practice. The real team fighting power comes from sharing weal and woe, and leaders and managers pay more for the same goal.

As NLP said, everyone has an emotional bank. Emotional banks have enough savings, and employees can be closely surrounded by leaders. Leading a team is leading people's hearts, and winning or losing depends on people's hearts. To win people's hearts, a convincing good leader can lead a cohesive, competitive and effective team, so that the team can continue to grow and achieve corporate goals.

As a manager, how should I manage a team or the whole company?

Managers should have six abilities: 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. The management skills that managers need are: 1. Technical skills Technical skills refer to the understanding and proficiency of a special activity, especially activities involving methods, processes, procedures or technologies.

Including professional knowledge, analytical ability within the professional scope and the ability to flexibly use the professional tools and skills. Technical skills mainly involve the work of "things" (processes or tangible objects).

2. Personnel skills Personnel skills refer to a person's administrative ability to work effectively as a team member, to establish cooperative efforts in the team he leads, that is, cooperation and teamwork, to create a good atmosphere, and to enable employees to freely express their personal views without scruple. Managers' personnel skills refer to the leadership, motivation and communication skills that managers should have to accomplish organizational goals.

3. Ideological skills Ideological skills include: "The ability to regard an enterprise as a whole includes identifying various interdependent functions in an organization, and how changes in one part affect all other parts, thus affecting the relationship between a single enterprise and the political, social and economic forces of the industry, society and the country as a whole." That is, the ability to take the overall situation into account, judge important factors and understand the relationship between these factors.

4. Design skills Design skills refer to the ability to solve problems in various ways that are beneficial to the interests of the organization. Top managers, in particular, should not only find problems, but also have the ability to find practical solutions to them like excellent designers. If managers can only see the existence of problems, but only "people who see problems", they are unqualified managers.

Managers must also have the ability to find feasible solutions according to the current situation. The relative importance of these skills to managers at different management levels is different.

The importance of technical skills and personnel skills gradually decreases from low to high according to the organizational level of managers, while ideological skills and design skills are the opposite. For grass-roots managers, having technical skills is the most important, and having personnel skills is also very helpful in frequent communication with subordinates.

When the manager's organizational level in the organization develops from the grassroots to the middle and high level, with the decrease of the number and frequency of his direct contact with subordinates, the importance of personnel skills gradually decreases. In other words, for middle managers, the requirements for technical skills have dropped, while the requirements for ideological skills have risen, and personnel skills are still very important.

But for top managers, ideological skills and design skills are particularly important, while the requirements for technical skills and personnel skills are relatively low. Of course, the relationship between management skills and organizational level is not absolute, and some factors such as the size of the organization will also have a certain impact on it.

The 96 principles for refining the quality of excellent managers are as follows: 1. Basic spirit 1. Rationalize everything as goal 2. Dedicated and happy spirit; 3. The concepts of quality and quantity. Good at time management; 5. In the end, excellent spirit, good or even better; 6. Overall planning, cost-effectiveness, people-oriented management and ABC principle 7. Agree with the company's business philosophy, correct ambition, ideal and direction 8. Don't be afraid of hardship, don't aim too high. 9. People can't do what they want, but they should do it well. 10. Ask me how much I can get first, and then ask me what I can do for the company. 1 1. Treatment is a by-product of job performance: first-class talents create first-class profits. First-class profit is first-class treatment. 12. Proactive attitude 13. Loyalty and sense of responsibility 14. Be a man with principles and priorities 15. Make a difference in employment, regardless of rank 16. Always be grateful. Second, about work 17. Recognize the goal. Implement management by objectives 18. Do a good job in independent management and inspection 19. Standardize work and institutionalize management. Analyze working hours and rationalize personnel 2 1. Innovation and breakthrough 22. Confident and decisive. . .

How to manage a team, how to manage a team, how to lead a team.

How to manage a team well

First of all, set an example.

First of all, how to manage a team well, we must first manage ourselves. To be an excellent manager, you must be yourself first. As an example of the team, you should bring your fine style to the work of the team, influence the members of the whole team, impress each member with sincerity and promote the tacit cooperation between the teams.

Second, establish training exchanges.

It is necessary to establish training and exchange work in the team and pass on excellent team culture and work skills to every teammate in cooperation! Rich team culture and work skills training is also the best way for team members to give full play to their personal abilities in their work. Only in this way can we improve our combat effectiveness, which is the ultimate goal of a team cooperation.

Third, cultivate a rigorous work style.

It is necessary to cultivate a rigorous work style at work and let everyone behave correctly. Teamwork requires everyone to work together, not to play, but to be lazy. The purpose of forming a team is to give full play to individual advantages and let the team carry forward.

Fourth, humanized management.

The team is cooperative and the work is rigorous, but the managers and members must be treated humanely. Managers should think from different angles and from the standpoint of members, and how to better coordinate the relationship with members in order to establish a good relationship between superiors and subordinates. When discussing, we must look at opinions and opinions objectively, but what I said must be right and what I said must be the best.

Fifth, clear objectives.

Let each member have a clear goal, focus on their own work, master work skills, and know how to improve efficiency and achieve work goals.

How to manage a team well?

Team management elements

First, unity of purpose means unity of thought.

People who have no goals are people who help others achieve their goals. Those who are not prepared are those who are prepared to fail; People who don't make plans are those who are prepared to fail. As long as the parties' thoughts are not unified and their consciousness can't keep up (they don't take the initiative and don't want to do it), the assessment is not in place. No matter how good the measures are, they will not be implemented well. "Unity of Thought" is not only a slogan, but also a guarantee of not flinching or hesitating when encountering problems and the greatest guarantee of improving execution. Therefore, in order to bring a good team, we must first closely combine the departmental goals with the company (organization) goals and implement them on every member of the team. That is, all employees of Ruichi must break through 500 pieces (qualified products) around the central goal of an annual output value of 460 million, and work without doubt. Managers at all levels must decompose, publicize, inspect and dispose at all levels. Only in this way can they form a joint force. Only in this way can they form a joint force. A team without goals can only be a group of stragglers, and management without goals is "the chanting of the old monk!"

Second, stimulate people's potential

1, be respectful, don't do to others what you don't want others to do to you. Managers should learn to respect your subordinates, help them enthusiastically, give you praise, and take the initiative to care about their work and life. For example, all team members should take the initiative to send greeting cards or other gifts, so that everyone in the team can feel a sense of belonging and love ... 2. Be good at listening. Managers should always listen carefully to their opinions and ideas, be good at positive guidance and make friends with subordinates. Understand subordinates' plans for future personal development through communication, try to meet their needs, listen to their depression, be an object of venting, and actively comfort and enlighten subordinates when they feel hopeless about their work and future, and help them eliminate their worries and pressures ...; 3, good at authorization, managers should make subordinates have the ability and power to do things under the requirements of clear goals, and be responsible for the results, but authorization should pay attention to monitoring, when subordinates lack professional knowledge and business ability, they should set an example to improve their ability to operate and manage the market ... 4, good at motivation, motivation can be strength, motivation can be inducement, but it can also be fear of harm, but the most powerful incentive is to change their mentality. The key to a person's continuous growth is transformation. Always adjust your mentality and change your negative state. To be result-oriented, attention is to be good at guiding subordinates to focus their thoughts and attention on a better future (result). 5. Set a benchmark. The quality and ability of members in a team are uneven. Managers should not only help the "short board" members with weak ability and poor performance to improve the performance of the whole team, but also pay attention to cultivating subordinates with outstanding comprehensive performance such as work performance and learning awareness. Take them as the benchmark, introduce and promote their outstanding performance and successful experience at regular meetings, and drive the whole team to better morale. 6. Create a learning atmosphere. The most important thing in learning is to calm down and get rid of impetuousness. How can a person be wise if he can never calm down? People often make wrong decisions when they are anxious. Leaders who don't want to grow up have no future. A great man like * * * let his secretary study in the last 24 hours of his death, and spent the last 24 hours studying. * * * said it is never too old to learn, to be "new, new, new" and to be a new citizen.

Third, stimulate the potential of the team.

The team is made up of people. To stimulate the internal motivation of the team, we should first pay attention to every member of the team. This puts high demands on managers, but there are also ideas and methods to follow.

How to manage the team effectively

Drucker concluded that there are three kinds of teams.

The first is a baseball team, where players play as a team, not as a team. Different locations are completely different, and everyone is in charge.

In the past, the team of American automakers designing new models was like this: the designers buried themselves in the design and then handed over the results to the development engineers; Development engineers bury their heads in development and then hand over the results to manufacturing engineers; Manufacturing engineers bury their heads in production and then hand it over to marketing personnel. ...

The second kind of team is the football team. Although the players still have a fixed position, they play football as a team.

The design team of Japanese automobile manufacturers is such a team. Contrary to the "serial" working mode in the United States, Japanese designers, development engineers, manufacturing engineers and marketers work in parallel.

The third team is tennis doubles, which is more flexible and demanding.

There is no difference between these three teams, but the tasks and environment are different, the requirements for personnel are different, and the management methods are naturally different.

Drucker said: First, the team is just a tool. These three teams have their own uses, characteristics, requirements and limitations, and there is no only ideal team; Second, all three teams have their own management methods. It is difficult to change from one team to another. If you want to change, you can only change suddenly, not gradually.

U2 is actually a good team. This team has stood for nearly 30 years, and the lead singer, guitarist, drummer and bassist have not changed.

By contrast, the Beatles are also the most successful band. Suo Beier summed up the four principles of team management.

Principle 1: Stay together and build understanding and trust.

Principle 2: Constantly innovate products.

Principle three, let every team member enjoy the aura.

Principle 4: We should accommodate generalists and professionals and cultivate healthy competition.

If you lead a knowledge-based team, then, first of all, you should be an example for everyone's business, and then you should be a coach and cheerleader! "Express your praise clearly when the employee has an exciting performance."

There is more than one leadership style in the work box of mature leaders. They are not only good at using many styles, but also know when to use which style.

Command is the way of leadership, and the way is to "do as I say"; Example leadership is "do as I do"; Vision-oriented leaders describe their vision and "follow me"; Relational leaders pay attention to interpersonal relationships, and as for the task "you discuss it"; The leader of the Democratic Party asked "What do you want to do"; Coach leadership is the most special, with you and me, it is "I teach you to do".

Coach leadership is the most important leadership tool for team managers.

First of all, coaches and leaders should "teach". However, if you want to teach others, you must understand it first. Coaching leadership is first and foremost an expert leader.

Second, coaching leadership should teach not only how to do it, but also why to do it.

Third, coaching leadership should be practiced and subordinates should be strictly trained. Snook said: "Some skills can only be mastered through repetition, training, habits and discipline, but usually you don't do it." Coach leadership "makes you a better person, a better leader or a better basketball player" through strict training.

Fourth, coaching leadership also needs to build a team. Coach-style leaders make use of people's strengths and give full play to the strengths of each employee. And let employees cooperate with each other to make one plus one greater than two. The most important thing is that coaching leadership condenses departments into teams and plays a collective role for the same goal.

Fifth, coach leaders should make decisive decisions on the basis of full preparation. Walsh, a famous football coach, said: "A truly great leader will say: This is a plan, and if something goes wrong, we will do it;" If this doesn't work, we'll do it. "Even if you make mistakes, you should be fully prepared!

Sixth, coaches and leaders are not afraid of failure. Ballman, a famous track and field coach and co-founder of Nike, said: "Doing your best is victory. Even if you fail, you can learn something from it. "

Seventh, coaching leaders use performance to motivate employees.

Finally, the biggest feature of coach leadership is the constant pursuit of Excellence. Winning the game is not their ultimate goal, just as profit is not the ultimate goal of great entrepreneurs. Their real motivation is to be higher, faster and stronger, to challenge the limits and to exert their potential.

However, this is not easy to do.

This is an excerpt from Ten Truth of Management. Are vivid examples, easy to understand. You can read more relevant books, which will be very enlightening.