Reflections on empowerment

After reading a famous book, I believe everyone must understand a lot. It's time to take time to write down your feelings after reading it. Are you at a loss after reading it now? The following are the essays (3 selected essays) I collected after reading Empowerment, hoping to help you.

After reading Empowerment, I personally understand that its core idea is to give team members more rights to participate in decision-making in a complex and uncertain environment, enhance self-drive and work self-esteem, and make everyone a capable part of the team, thus forming the creativity of the team. Combined with work, I talk about some feelings.

First of all, it is necessary to break the original boundary barriers and heavy departmental walls of the organization, unify the thinking of all staff, clarify what, why, how and when the team is, and let information flow smoothly within the organization. Important decision-making meetings of teams and projects must be attended by relevant personnel, so that everyone can know the cause and effect. Not only should we be clear about our own tasks, but we should always pay attention to the big goals of the organization and examine whether our small goals match the big goals of the organization. As testers, we should strictly control the quality under the premise of overall awareness, because fixing software defects is not only a purely technical problem, but also needs to comprehensively consider market release, overall progress, manpower and the severity and priority of defects. For example, if a software defect is fixed, the overall architecture of the software needs to be modified, which may lead to more potential defects, and due to market pressure, software products must be released as soon as possible. At this time, even if the severity of this defect is high, is it necessary to repair it immediately?

Secondly, cooperation and information sharing should be strengthened to improve communication efficiency. Collaboration and * * * sharing are very important in cross-departmental and cross-team work. If the cooperation is smooth, and everyone is United in one place, it will be easier to achieve the success of the project and get twice the result with half the effort. If the cooperation is not smooth, everyone will be tired not only physically, but also mentally. Take software development as an example. In the software life cycle, market, demand, design, development, testing and maintenance are closely linked. Due to different upstream and downstream, different technologies, different working platforms and different tools, there are more or less isolated information islands, resulting in isolation, lack of enjoyment, business data isolation, information flow fragmentation and other phenomena, which makes important business information unable to flow smoothly. The solution is to establish a unified working platform for all R&D roles, which can be traced from end to end from requirements, design, code, use cases and defects, so that everyone can clearly understand the work content, requirements, progress and risks, and let everything be exposed to the sun, because sunlight is the best preservative.

Third, establish an effective organization and a competence center. Through the training and study of Smart China TV last week, I realized that China TV was born for business agility and innovation, and it has natural advantages in responding to rapid changes in business requirements, realizing business agility, application decoupling and enterprise capability reuse. In today's Internet era, the business struggle is the competition of customer responsiveness, and the reason why China Taiwan Province is important is that it endows or strengthens the core competence of enterprises in modern customer-centered business warfare: customer responsiveness. This ability can help enterprises to preempt and seize the opportunity in business wars.

To sum up, the ultimate goal is to make our products truly competitive in quality, efficiency and cost, whether it is to break down border barriers and departmental walls, strengthen cooperation, and establish effective organizations to build middle-level platforms. There may be many ways to achieve the ultimate goal, and authorization may lead you to the nearest one. In the follow-up work, we should continue to strengthen the research on "empowerment" and constantly improve and strive for Excellence in combination with our work.

After reading Empowerment, I understand that the main point expressed by empowerment is that in a complex environment, teams should establish the same goals, create an atmosphere of mutual trust and enjoyment, and learn to empower employees, so as to establish a flexible team that can cope with uncertainty and promote the realization of team goals. Here, combined with the actual situation of this department, I would like to talk about the inspiration and gains from reading this book. If there is anything wrong, please ask the leader to correct me.

First, the understanding of Taylor's reductionism

Taylor's reductionism is to decompose work into simple steps that anyone can perform through "scientific management", and to maximize efficiency through research, evaluation and standardization. Although Taylor's "scientific management" has become limited with the advent of a more interconnected, faster and more unpredictable era, its rigid deep well organizational structure and management methods can't cope with the more complicated environment. However, Taylor's "scientific management" still has some merits in some specific situations. For example, it can still play its efficient role in dealing with known problems, repeatable processes and work. As far as R&D work is concerned, although there are many objective uncertainties in R&D processes, methods, instruments, operating rules of systems and R&D processes, we can still establish standardized and modular processes, documents and systems through reducibility optimization standards and key points, so as to train employees quickly, avoid mistakes and improve work efficiency. The work of R&D is based on observing laws and regulations. No matter how the situation of different varieties changes, it only changes the methods, ways and processes of analyzing and solving problems. All the work of R&D will eventually return to the framework of laws and regulations and meet the requirements of laws and regulations.

Second, how to break through deep wells

The organization and department in Taylor's reductionism, like a deep well, are a combination of vertical columns. The information between columns is blocked, and all members in the column are like being in a deep well. Everyone's eyes are only on their own leaders and only do the work arranged by them. Lack of communication between columns affects normal work. In the past, the project management mode of the institute was similar to this organizational structure. There are several directors in a project team, such as preparation, analysis and synthesis, but each director is only responsible for his own work, and his job is to report to the superior leaders of the undergraduate department. Therefore, the first thing that comes to mind when encountering any problems is to find a leader to solve them. The communication among members of the same project team is not sufficient, and the goals are not clear and unified, which affects the work efficiency.

The characteristics of "deep well" are: scattered targets, blocked information, lack of communication, and distrust because of ignorance. Therefore, to break through the deep well, we need to unify our goals, build team trust and enjoy information; By establishing a number of flexible small teams, a highly flexible large team is established. The project management reform carried out by the institute this year is similar to this. We have established a project manager system, each project team is like a small team, and the department is a big team. The project manager is in charge of the project team, and everyone else is a member of the project team to assist the project manager. Each project has set the completion goal of the project at one time, and the project manager is responsible for controlling the overall quality and progress of the project and reporting to the department and company leaders in time. Information among project team members can also be shared in time. Managers Project managers can be analysts, pharmacists, synthesizers or registered and clinical personnel, and members of each project team cross each other and have different identities. The project manager of a project team can also be a project member of other project teams, which is conducive to the sharing of information and experience between different project teams, improving work efficiency, establishing mutual trust among teams, and also conducive to the selection and training of project management talents.

Third, empowerment.

To build a highly flexible team, it is necessary to empower team members, which I think is also the most important and difficult. Authorization is not exactly the same as authorization, and the independent ability of individual members is a necessary condition for authorization. Empowerment needs to fully trust the ability and subjective initiative of individual members on the premise of full understanding and experience. The key to empowerment is how to cultivate and discover high-quality talents. Only by cultivating and training members and establishing a relationship of mutual trust can empowerment play its greatest role. At the same time, empowerment is also to let the right people do the right thing. Each member has his own advantages and disadvantages. Let members do what they are good at, learn from each other's strengths and get twice the result with half the effort.

An excellent R&D manager needs to be trained in many projects for many years. Although the research institute has changed the project management mode, team members can trust each other, communicate in time and * * * *, but at present, our project manager's management and decision-making ability is still insufficient, which needs continuous learning, training and improvement.

Finally, as a department leader, I still need to keep learning and growing. A good leader is not a decision-making, but is good at discovering and cultivating talents. By establishing and monitoring various key processes, a good organizational environment and atmosphere are formed, giving the team a stronger cohesion. Keep your eyes on it and let go of your hands! So as to better achieve personal growth and team goals.

After reading Empowerment, I feel more and more the importance of effective management for a team. Management is a science and an art, but in the final analysis, the core of management is people! It's everyone alive on the team. Of course, people in leading positions will become more and more important. The key is to grasp the "change" of the general trend, establish an agile and adaptable team to deal with this change according to the situation at that time and local conditions, and deal with the "changed" external environment with a "unchanged" strong team. As the saying goes, "My Tao is consistent", and empowerment is the "Tao" among them.

First, why empower?

Traditional scientific management pursues efficiency first and "doing the right thing", while "authorization" management emphasizes agility and "doing the right thing". In fact, there is no absolute right or wrong between the two, just to meet the needs of different times. Traditional scientific management emphasizes centralized control, orderly operation from top to bottom, and "heroic leadership", which turns people into parts in machines and naturally forms a "deep well" organizational structure. The management concept of "authorization" was formed in the process of organizing the Iraqi battlefield against Al Qaeda in the information age. In the face of a highly transparent information, rapid expansion and explosion of information, it is difficult for leaders to fully grasp all the information, and young employees pay more attention to self-satisfaction and sense of accomplishment, it is inevitable to reshape the organizational structure and build a large team with small teams flexibly responding to uncertain changes in the external environment. At this time, the enjoyment of information, the interaction of all links within the team and the role of leaders as founders and cultivators of corporate culture in the new era will increasingly become indispensable factors for the sustainable development and long-lasting foundation of enterprises.

Of course, we should also see that the author of this book, as a four-star general of the U.S. Army and commander of the U.S. task force, lived in a different environment from that we live in China today. We have to face many uncertain new environments in the era of "empowerment", at the same time, we have to deal with the pain point of low management efficiency and the need to improve the management and control level of products from raw materials to production and marketing. In a word, the situation we are facing is more complicated and the task is more arduous, which puts higher demands on our management team, not only to "empower" but also to "empower". Only by adhering to the value concept of "perfection, diligence and simplicity" and the emotional pursuit of "building an international brand pharmaceutical company around meeting the health needs of patients" can we continue to build an agile and efficient team that adapts to market changes.

Second, how to lead and implement empowerment?

Based on the above judgment, I think Jinhong's management is not simply "empowering", but should be promoted and implemented in combination with the industry and our own reality. Specifically, it can be divided into two levels: one is to cultivate a culture of "empowerment" in middle and senior leaders and front-line management, and form systematic thinking and effective cooperative actions through information sharing and departmental connection to achieve the same goal. The second is to "empower" grass-roots operation posts, improve job satisfaction, and further "empower" to tap endogenous potential. Jinhong's middle and senior management should internalize and externalize Jinhong culture, especially the senior management shoulders the important responsibility of integrating and mobilizing all employees and resources to lead and promote Jinhong's industrial dream of becoming an international brand pharmaceutical enterprise. The middle level of the company is the key network node to promote the strategic landing, and the first-line management is most familiar with the first-line situation. Therefore, if these three types of people can always have a "big picture" and break down the barriers of levels and departments, Qi Xin will work together to solve the problems and challenges in an uncertain environment, believing that "empowerment" will help improve the team's coping ability.

Grass-roots operation positions of the company need to be managed at the grass-roots level with appropriate "authorization" in the front line, so as to better understand the role of their work in the "overall situation" and gain job satisfaction and greater work motivation. At the same time, we should also see that there is still a big gap between our management efficiency and the requirements of the new situation and new tasks. After more than ten years of development, Jinhong is in a critical period of transformation and upgrading. The construction of 302 workshop and the start of Dingjiawan project will bring new opportunities for the company's development and new challenges for our effective management. It is also essential to "empower" employees with Taylor's scientific management.