Team Management in the cold winter of the Network

In the midst of a burst of bubbles, a concept in the network industry has been paid more and more attention to at all levels. This is the work of the network company team.

People finally realized that entrepreneurship in the network field is as important as venture capital. The increasing number of layoffs shows that managers are aware of the importance of management teams, it is also increasingly clear from the company's perspective that the importance of team work. In a sense, whether a network company can survive the cold winter or usher in the spring depends on whether the team work management and design of the company are in place.

A self-managed Team is designed to assign tasks to teams or employee groups rather than individual employees, especially in the highly committed work environment and management mode, employees spontaneously use their intelligence to make extra efforts for the best interests of the Organization. These teams are usually self-managed and the members of the team decide how to complete the task. From the perspective of granting its autonomy, there are two types: first, assigning a task or a series of tasks to the team, but only granting autonomy to how to complete the task; second, the Team has greater autonomy and only receives general management guidance. It is up to the team members to decide what to do every day and how to complete their work.

　　I. When designing a team, we should consider the following five aspects:

A: Technical Efficiency

B: flexibility. The team's influence on flexibility is vague, and autonomy also has a vague effect on flexibility. The variables here are usually the degree of harmony required for a change.

C: external stimulus. Teams that can solve their own political problems can efficiently implement them in the team-based Stimulus system.

D: Internal stimulus.

E: The team-based design has a complex social impact. Some of these social influences are beneficial to management and some are useless.

　　2. Suitable Conditions for team-based work design

1. when a task requires a certain number of individuals with different skills or roles to work closely together, or the task content and process requirements are ambiguous, you may need to adopt imperative design for your team's work. Standard examples of such a situation include large-scale research that cannot be completed by a single individual, or the development and design of new products.

2. when Members can effectively supervise each other, the company can rely on internal supervision and the pressure or identity between colleagues to motivate workers. team-based work design can bring technical efficiency.

3. The offset effect on work restrictions is strengthened or enhanced by the team. If the task is assigned to an individual, he or she may slow down production due to pressure from her colleagues. However, if the task is assigned to a team, the effect is extended because the staff's working speed is physically restricted by the team.

4. The team may also protect Members who are at fault or fail to complete enough work.

5. As long as the team produces a tangible and "complete" thing, personal pride and sense of identity with the product can be improved, thus enhancing the inner motivation.

6. The team-based work design naturally adds the content of each employee's work. In this sense, the discussions on the advantages and disadvantages of "work regionalization and expansion" are also applicable here. In a highly promising environment, in particular, employers want employees to contribute more to processes and products. These ideas reflect the actual situation of a wider production process, rather than reflecting the smaller work content of the worker.

　　3. Pay attention to the design of the implementation team

1. internal team Flexibility Issues: increased flexibility-the team increases the scope of knowledge that its members have (at least through informal on-the-job learning, and often through internal team task rotation systems ), this means that the team can allocate more flexible human resources. However, when flexibility requires a change in the composition or status sequence of a team, the team may resist the change.

2. diversity within the team: when the overall task of the team is creative and technical, employees of the team with various skill backgrounds, education levels, and social groups may be necessary. The heterogeneity of such team members is usually an asset, especially in terms of communication, communication and mutual trust.

Managers should consider various ways to create strong team cohesion. For example, determine an external goal to be achieved; Establish a common enemy to establish a collective spirit; intensive social activities; and use symbols to eliminate existing differences.

3. Under the same conditions, granting team or individual autonomy can enhance positive results or make negative results worse. Therefore, the correct steps are as follows:

First, members of internal self-managed teams generally think that their work is more difficult and should be compensated accordingly. In addition, giving team members the right to decide how to complete the task usually leads them to require control over the task to be completed.

Second, when a team-based work design is adopted, front-line supervisors and middle-level managers usually lose their rights and authority. Resistance from these groups needs to be predicted. At least they will need to be trained to convert their role from "imperative" to "suggestion" or "Coach ".

Third, self-managed teams cannot adopt a laissez-faire attitude to avoid unfair treatment for employees. Relatively few interventions do not mean that they are too light to intervene.

4. Strict management team: too strict. In addition to internal balance considerations, it seems that it is better to give the team the freedom to implement self-management.

In short, team-based work design, like other types of work design, should also take into account the importance of being consistent with the elements of the HR system within the Organization, especially the recruitment and staffing process. For example, the basic work design of the team may not only change the requirements of new employees, but also change the process of recruiting and selecting employees.

Cai baode, Hong Kong Region manager of Yahoo!, requires employees not only to have computer knowledge, but also to have a team spirit, innovative ideas and work in a down-to-earth manner for the company. In fact, this is not only the requirements of Yahoo Hong Kong, but also the basic requirements of Yahoo and even all successful companies. Understanding and attaching importance to this point indicates that China's network companies are maturing and such companies can usher in spring.