Self-Organization management

, for the team to form a joint effort, to achieve the team's self-organizing management is very important , the team overall efficiency has been greatly improved. Combined with the agile practice of the original Ali ITU's domestic trade team, this paper expounds the contents of what is self-organization management, why self-organization Management, how to organize and manage, and gives the effect of the team implementing self-organization management.

In the "Shoot Carving Hero Biography", to all true seven son of a person's martial arts is not hit East evil yellow pharmacist, but when they put the "Tiangang Beidou", but can play with the yellow pharmacist into a tie. This is the power that teamwork creates.

Self-Organization management is the original Ali ITU internal trade team to take an agile practice, the practice is to help team members to strengthen teamwork, the formation of teamwork, so as to improve the overall efficiency of the team.

What is self-organization management

The self-organizing management we advocate is that each member of the team is the owner of the team, are responsible for the goals of the team, there is no absolute manager on the team business, each team member can act as the manager of the team affairs, organize all the members of the team to complete the team affairs together.

Why Self-organizing Management

Traditional management means that one person in a team is responsible for the management of the team, while the other members do not participate in the management of the team affairs, the manager issues the command, and the team member executes the command. Such management has many drawbacks.

Traditional management is difficult for team affairs to be exhaustive. To create a good team, you need to manage a lot of team transactions, such as project management, organizing team building activities, and team-sharing activities. It is difficult to complete the management if it is managed by only one manager. Even if all is done, the results will be compromised because there is not enough time for process management.

Traditional management is not enough. In the traditional management, the supervisor is the conductor, releasing the instruction, and the team member is the executor of the instruction. But team members are people rather than machines, they have their own ideas, sometimes for their own not recognized things, even if the heart is not willing to, under the power of the executive can only carry out, and such things often do not carry out the power, often need the supervisor's supervision.

Traditional management is difficult to give full play to teamwork. The teamwork of the team lies in the fact that each member is actively working for the goal of the team. Often some of the more active members of the team come up with good suggestions and ideas, such as working together on a tool to improve productivity, and they want the supervisor to endorse the idea and organize people to do it. But in traditional management, or because executives think the idea is worthless, or because managers don't have the time to organize it, they end up not landing, so the idea of working for a team is less and fewer, and finally only the manager is thinking about how to improve the team's productivity.

In order to eliminate the drawbacks of traditional management, our team tries to do self-organization management practice. Involve each member of the team in the management of a team's affairs, make some of the people who are exceptional, and manage the team affairs that are good and interesting.

For example, let the member who likes to travel and entertainment be responsible for team building activities, let the member organizations who are good at writing unit test to improve the coverage and quality of unit test, let the project management colleagues be responsible for project management, and let colleagues who are interested in project management to organize the development of open source projects. Let colleagues who like writing and sharing be responsible for building a team-sharing atmosphere.

How to manage Self-organization

At present, our team has not achieved a high degree of self-organizing management, mainly by the director of the team to all members assigned to the team, and then team members to organize the team to complete this task. And the form of the Organization to take the task of publishing and claiming the way.

Distribution and claim of tasks

The organizer breaks down the team transaction into subtasks and makes a task claim sheet on the confluence for all interested members to claim. Table 1 is a typical task claim form, and some tasks require detailed information about the task.

You must write the planned finish time when you receive it. Practice shows that the task of the students to write their own plan to complete the time will have an intangible urge to improve the task of completion.

In addition, the less time it takes to decompose a subtask, the more likely it is to be picked up. One of our normally divided subtasks takes about 1 days to complete, and you can continue to pick up other subtasks later. If some subtasks are not claimed, the organizer will typically claim the subtasks or ask other unclaimed colleagues if they are interested in claiming the task.

Facilitate the completion of tasks

The organizer is responsible not only for the assignment, but also for 2 to facilitate the completion of the task. For example, a co-worker who improves unit testing will write a shared document for a more difficult unit test case to help you conquer difficult unit tests. If there is a problem in the process of doing a subtask, the organizer takes the initiative to help them solve the problem. There is also a need to give appropriate incentives to all the people who claim them. For example, when each module is completed, a notice of praise is sent to the group, or a co-worker who finishes the task on time to encourage and remind other colleagues to complete the claim on time.

Encourage each member to organize an interest in public affairs

If there is only one team member who organizes public affairs, then the motivation for receiving the task may not be very high. And if each member of the team organizes a public affair, the enthusiasm will be much higher.

Because people have a sense of reciprocity, when you support other colleagues in the organization's team affairs, others will actively support your organization's team affairs, so that the intangible form of a positive cooperative atmosphere, so as to promote the progress of all public affairs.

The role of supervisors in self-organization management

Supervisors act as supporters, coordinators and mentors in self-organizing management. A traditional management team to the Self-organizing management team to transition, need the strong support and help of supervisors.

Support the work of the organizer

Supervisors not only need verbal support for the organizer's work, such as encouraging each member of the team to claim the task at the weekly meeting, but also supporting the organizer's work in action, such as first claiming the sub task of the Organizer Division.

Endorse and support team members to realize their ideas

The purpose of management should be to help the team to complete the work smoothly, and to help team members grow quickly. So when a supervisor hears a good idea from some of the team's active colleagues, as long as the idea meets the team's goals, try to help him refine the idea and support him.

The unreasonable advice should also help team members to analyze and think, help him to think out the reason why the proposal is unreasonable, and make his thinking more mature and correct, hoping to make better suggestions next time. Instead of not thinking about it, the idea was rejected. If you rashly reject the number of times, the team will have fewer positive thoughts.

Encourage teamwork

After affirming the idea of a team member, many members will want to do it on their own, when the supervisor should encourage him to adopt a team-work approach. Let him share the matter and see if any of the students in the team are interested in doing it together. This will not only quickly make the idea landing, but also improve the team's ability to cooperate.

Be willing to take responsibility

The transition from traditional management to self-organizing management may be problematic because many team members may be delayed or failed due to lack of management experience. At this time the supervisor should take the initiative to assume responsibility, in this way trust and protect the team members, so that team members actively strive to do their own responsible management functions well. Otherwise, if there is a problem, the team members may be suspicious and even complain about the reasonableness of this management approach.

How to build a self-organizing team

This kind of self-organization management, not only needs the strong support of managers, but also needs the cooperation and support of each team member, so it is especially important to cultivate team cooperation atmosphere and team management ability.

Develop a team-work atmosphere

Because our Self-organizing management team affairs tend to be done through teamwork, do not advocate individual combat, so the self-organizing team must have a good team cooperation atmosphere.

When recruiting, we tend to recruit members who are interested in team work to join the team. In the work, through solving the problem together to improve the team cooperation atmosphere. For example, if a version of the software is released at night, and a member of the team develops a module that is problematic, team members work overtime together to analyze and solve the problem. Outside of work, teams often do non-zero-sum game activities to foster a team atmosphere. Like having lunch together, playing table tennis, playing cards and singing.

Exercise team members ' management ability

Because the Self-organizing team requires each member to be involved in the management of the team, each member of the team needs to be trained to have some management experience. For those who lack management experience, they can start with simple management issues such as team-sharing management and team activity management.

The effect of self-organization management

In Self-organizing management, each member of a team is both a manager and a performer. Each member manages what he or she is good at and is interested in, so things can usually be done well. And each member of the team can stand in the perspective of the manager to think about the problem, increase the team members of each other's understanding, the efficiency of the natural improvement.

Our team has done a lot of team work through self-organizing management, such as developing an Eclipse Code review plug-in Tala, complete the unit Test line coverage 70%, the entire system's functional navigation chart, etc.

The biggest characteristic of self-organization management is weak management, encourage team members to manage themselves, think actively, and act more. Team members with a strong ego-driven, self-improvement, self-management awareness, not only to actively support the team's public affairs, but also to proactively identify the team and the business issues, to make recommendations for improvement, to solve these problems.

I also use this self-organizing management method to organize translation activities while translating foreign concurrent literatures. I posted in the Forum, has now recruited to more than 10 enthusiasts, translation completed dozens of concurrent programming translations, the translation of the translated translations have been collated. This form is much more efficient than my own translation.