What do you think of the management of the team?

The two armies are against each other, and the general strategizes. Who fought bloody battles on the battlefield filled with smoke?

Soldier. In the fierce market competition, who will finally realize the grand strategy formulated by entrepreneurs? Employees. The quality of life of the team, an enterprise cell, is a sign of the health of the enterprise. The team leader, who is known as "the head of the soldier will follow the tail", is the direct organizer and commander of the first-line battle. Next, I use examples to illustrate the difference between the traditional mode and the modern mode of team management: First, the traditional team management mode based on safety management: team is the cell of the enterprise, team management is the foundation of enterprise management, and safety team work is the foothold of all work in the enterprise. Team is the basis and key to strengthen enterprise management, do a good job in safety production and reduce casualties and various disasters and accidents. Grasping safety in production is not tight, which means not grasping, and grasping falsely means grasping in vain.

The focus of safety work is on the team and on the spot. It is necessary to start from both organizational and technical aspects, start from preventing attempts and anomalies, and do a good job in team safety management bit by bit. 1, paying special attention to the safety education of employees. The contents of safety education in electric power enterprises include regular safety education, safety technology education and safety regulations education. Audio-visual equipment such as video can be widely used to conduct on-site safety education for electric power workers, such as extensive simulation training for substation operators and substation managers. 2. Pay special attention to the team's anti-habit and illegal work. Change the work style, go deep into the grass-roots team, investigate and study, find out the weak links, and formulate corresponding measures to help the team solve problems. Guide grass-roots teams and groups to actively do anti-habitual violation work. According to the safety management regulations, formulate detailed rules for the prevention of habitual violations and strengthen the assessment of anti-habitual violations. 3. Strictly implement the "two votes three systems" and earnestly implement the three measures. In order to prevent accidents, we must carefully analyze the dangerous points of team work, formulate targeted and operable safety measures, and strengthen safety prevention and pre-control work. It is necessary to often go deep into the site to supervise and inspect the implementation, seriously investigate and deal with violations of discipline and discipline, and prevent violations of discipline and discipline. 4, adhere to the "three don't let go", seriously carry out the attempted and abnormal analysis. Adhere to the principle of "three don't let go" for the attempted and abnormal work of the team, organize analysis and learn lessons in time, formulate preventive measures, implement the responsible person, and complete the rectification measures within a time limit. 5, strengthen and implement the safety inspection work of the team. Carry out safety activities regularly, conduct safety inspections several times a year according to the seasonal characteristics and the safety status of the team of the unit, adhere to the system of self-inspection, mutual inspection and spot check of production safety, and deal with hidden dangers of accidents and specific habitual violations. Adhere to the system of regular safety meetings, weekly safety day activities and targeted failure analysis meetings, and conduct accident prediction and anti-accident drills on a regular basis. In addition to the seasonal special inspection in spring or autumn, we should also combine the actual situation of our team (station), conduct employee self-inspection, shift inspection and weekend inspection before going to work every day, find out the hidden dangers and unsafe conditions of equipment in time through safety inspection, eliminate the unsafe factors of articles, correct the unsafe behavior of people, and achieve the goal of eliminating the hidden dangers of accidents in time. Constantly sum up experience and lessons, enhance employees' safety awareness and self-protection ability, and improve accident handling ability and overall safety level. 6. Carefully record and sort out the information of the security team. Through the work of team building, it is beneficial to sum up experience and lessons and improve the level of safety production to establish all kinds of safety data in the class and file them. 7, earnestly implement the post safety responsibility system. According to the post safety responsibilities, the team breaks down and refines the annual safety objectives of the bureau and formulates the implementation measures to achieve the objectives. The stationmaster and the class member should sign the safety responsibility letter. Through the implementation of post safety production responsibility, safety production rules and regulations and safety operation procedures are implemented to ensure the normal development of various safety work.

Second, several breakthroughs in modern management mode: (1) Fully understand the importance of team leaders in enterprise production: teams and groups are the "cells" and the most basic organizations of enterprises. All the work of an enterprise must be carried out by a team. The success or failure of enterprise management is inseparable from the efforts of the team. Therefore, team management is the basis of enterprise management. The relationship between the team and the enterprise is like the foundation and the building, the sea and the ship: without the team as a solid foundation, the enterprise building will not be able to stand on the soft beach; With the heavy buoyancy of the team, the boat of the enterprise can ride the wind and waves in the sea of the market. Team leadership is the key to team management. The production team leader is not only the technical backbone of the production business, but also the organizer and implementer of the production management of the whole class; It is not only the "knot" in the enterprise production network, but also the "cornerstone" of the enterprise building and the "cradle" of cultivating enterprise management talents. They and their employees are in the front line of production, and the rules and regulations, production tasks, employee assessment and ideological work of the enterprise must be organized and implemented by the team leader. The quality of the team leader directly affects the completion of production tasks and the improvement of work quality. Fully understanding the importance of team leader in enterprise production plays a vital role in team management. There is a classic line in the Beijing opera Shajiabang-the final victory lies in unremitting efforts. "Persistence" is a kind of quality that enterprise leaders especially need to possess. Now when it comes to leadership, many enterprises think that this is a matter for senior leaders. In fact, not only high-level leaders, but also middle-level and team leaders should learn to establish their own influence and learn to persist. As a team leader, if you can stick to the end with the enterprise, not only will you grow, but if the enterprise develops in the future, your subordinates will admire you because you have courage and perseverance. (2) Perfect combination of team management and enterprise quality management: quality is the eternal theme of enterprise survival. China enterprises began to learn from Japanese enterprise management experience in 1980s, and got in touch with the frontier theory of world quality management. From "Quality Management Team" (TQC) to today's ISO9000 series quality certification, and then to the six horse-suitable strategies that have emerged in recent years, quality problems are everywhere. Dr Deming was once called the God of Management by Japan. His "Fourteen Points of Deming Quality Management" became an important theoretical basis of total quality management in the 20th century. Deming's score of "Deming 14" mainly includes: (1) creating the permanent purpose of product and service improvement. The top management must return to the correct direction of long-term construction from the maze of short-term goals. In other words, taking improving products and services as a permanent purpose and insisting on management requires reform and innovation in various fields. (2) adopt a new philosophy. Inferior raw materials, inferior operation, defective products and individual service will not be tolerated. (3) Stop relying on mass inspection to achieve quality standards. Inspection is actually equivalent to preparing defective products, which is too late for inspection, with high cost and low efficiency. The correct way is to improve the production process. (4) Don't just take the price as the basis of trading, but focus on reducing the total cost of products. The price itself is meaningless, but it is meaningful relative to the quality. (5) Continuously improve the production and service system. In every activity, whether it is procurement, transportation, engineering, methods, maintenance, sales, distribution, accounting, personnel, customer service and manufacturing, we should reduce waste and improve quality. (6) Establish modern job training methods. Training must be planned and based on acceptable working standards, and statistical methods must be used to measure the effectiveness of training. (7) Establish modern supervision means. The supervisor must let the top management know what needs to be improved. Once known, managers must take action. (8) Drive away fear. All colleagues should have the courage to ask questions, ask questions or express their opinions. (9) Break the boundaries between departments. Each department should not only be independent, but also play a team spirit. Inter-departmental quality circle activities help to improve design, service, quality and cost. This point is particularly important for the boundaries existing in the management department of our bureau (company). (10) Cancel the measurement index for employees. Indicators, slogans, images and posters that encourage employees to improve productivity must be abolished. Many changes in coordination are often beyond the control of ordinary employees, so these promotional materials will only lead to disgust. Although there is no need to set measurable goals for employees, the company itself should have such a goal: never make intermittent improvements. (1 1) Cancel the work standard and quantitative quota. Quotas tend to focus on quantity rather than quality. The piecework system is even worse because it encourages the manufacture of defective products. (12) Eliminate the factors that hinder the smooth work of grass-roots employees. Any factors that cause employees to lose their job dignity must be eliminated. (13) Establish a rigorous education and training plan. Because the improvement of quality and productivity will lead to changes in the number of some jobs, all employees should continue to receive training and retraining. All training should include the use of basic statistical skills. (14) Create a high-level management structure and promote the above 13 items every day. The reason why I took pains to list the above viewpoints, especially from item (9) to the last item, is precisely because they will have a fierce impact on the current situation of our team management. Thanks to Deming's promotion, TQM originated in Japan promoted the upgrading of Japanese enterprises. Since the mid-1980s, enterprises in China, under the impetus of government organizations, have also begun to carry out total quality management activities, that is, the "QOC" movement, which has almost become an enterprise management movement. This movement has also improved the overall level of enterprise management in China. Haier factory has a famous "5S" management method. 5S refers to five items: sorting (SEIRI), classification (SEITON), cleanliness (SEISO), cleanliness (SEIKETSU) and literacy (SHITSUKE), because English spelling starts with "s" and is abbreviated as 5S. 5S originated in Japan, and its ultimate goal is to create a clear working environment and cultivate employees' good working habits by standardizing scenes and existing things, thus improving people's quality. With the improvement of people's quality, the products of enterprises will naturally be driven to a higher level. Haier Group's management methods, such as "daily completion, daily liquidation, daily liquidation" and "team management", draw lessons from the management experience of Panasonic in Japan. It is the progress of this management method that improves the overall quality of China products. (3) Don't choose a small flow to go to the sea. Innovation lies in the details: there is a famous saying that "the devil exists in the details". Why do details become the devil's residence? Because people often ignore the existence of details in their work and life, so that the devil can take advantage of it. In fact, facing the word "innovation", which is very fashionable in the business world, it does not exist in the details. In some people's misconceptions, innovation is the result that begins with grand goals and finally attracts attention, while the details that are ignored have become the "devil" that restricts innovation. However, details are the source of innovation. If you want to get innovation, you must understand the truth that "you can't build a sea by choosing a small stream, and you can't build a mountain by refusing a small cup." In China, the leaders of many enterprises are always accustomed to be greedy for perfection when seeking innovation. No matter technological innovation or management innovation, they rarely have the care and patience of "seeing the spirit in details". On the contrary, Zhang Ruimin, president of successful entrepreneur Haier Group, said when talking about innovation: "Innovation is not equal to high technology, and innovation exists in every detail of the enterprise." In fact, in Haier Group, there are countless cases of detail innovation. Only the company has dozens of small inventions named after employees every year, such as Yunyan mirror, Xiaoling wrench, Qi Ming welding torch, Xiufeng punch, etc. These innovations have played an increasingly obvious role in the production and technology of enterprises. The experience of Toyota in Japan also proves that the continuous improvement of the whole enterprise can be achieved through the innovation of details, thus achieving great results. Although every detail seems small, a small change here and a small improvement there can create completely different products, processes or services. If innovation is a "qualitative change", then this "qualitative change" will naturally realize great change and innovation after the accumulation of "quantitative change". But this qualitative change is very simple, which makes people understand at a glance: I see, why didn't I think of it? Lao Tzu has long said: "Nothing is difficult in the world, but it is impossible for a willing mind;" Great things in the world must be done in the details. "Only by paying attention to the details and starting from the details can enterprises achieve effective innovation. Effective innovation may be inconspicuous at the beginning, and this inconspicuous detail often creates inspiration for innovation and enables a simple thing to make an extraordinary breakthrough. Innovation is not that kind of grandiose thing, just need to do something concrete. To truly achieve the goal of bringing forth the old and bringing forth the new, enterprises must be prepared for "success has details, failure also has details". Otherwise, the so-called innovation can only be empty talk. Therefore, innovation is not necessarily "to be big and beautiful", but every different but interrelated detail in enterprise activities cannot be taken lightly. Many facts have proved that pragmatic innovation is an important source of team management. Team management must focus on the overall situation, start with small things and make beautiful "big articles" with exquisite "small words". But to achieve this goal, team leaders must make great efforts, and may wish to start from the following seven aspects. 1, the team sets "small rules". System management is one of the methods of modern enterprise management. Teams and groups should formulate corresponding systems and management measures according to the business policies, rules and regulations and reality of the enterprise, and standardize the thoughts and behaviors of team employees. 2. Establish a "small model". In the team, employees with good quality, strong ability, high culture, excellent business skills and strong solidarity and mutual assistance ability are selected as "small role models", which can inspire people by example and play an exemplary role in team management and production activities. 3. Have a "small contest". Make good use of young people's competitive psychology and engage in some small-scale labor competitions from time to time. In fact, sometimes these competitions don't need any prizes. What everyone needs is a kind of recognition, a clear positioning in the class. In this way, not only skilled employees actively help the laggards because of their strong cognitive sense, but also promote unskilled employees to keep up, forming a good situation of mutual help and everyone fighting for the first place, and promoting the improvement of the professional level of team members. 4. Do a good job of "small accounting". Nowadays, enterprises under the guidance of market economy must conduct comprehensive cost accounting. Strictly refine the management and registration of spare parts and overhaul expense accounts, form a pattern of * * * responsibility and * * * risk through budget and accounting, enhance employees' awareness of "management" and "crisis", and promote employees to actively save and reduce costs. 5. Have a good "small discussion". In order to let the enterprise spirit penetrate into the team and make the enterprise decision into the concrete actions of the employees, it is necessary to understand the employees' ideas and let every member of the team be honest with each other. This requires a relaxed and pleasant atmosphere. Therefore, the team can organize the team members together irregularly, find some difficulties and ideological fluctuations in the production and life of employees through chat, and persuade them to solve them in time; Contradictions between employees will also be diluted by this fair and open atmosphere through this heart-to-heart talk. So as to sublimate the understanding of team building and condense wisdom and strength. Employees will naturally have a sense of belonging, intimacy and responsibility, and the team will have strong cohesion and combat effectiveness. 6. Collect "small ideas". It is necessary to set up a team "think tank" to offer suggestions for the development of enterprises, encourage employees to engage in small reforms, small inventions and small creations, and reward "small ideas" that produce economic benefits. We need one or several employees to put forward suggestions and opinions for a long time, so as to encourage all employees to care about the collective and observe carefully, and realize the situation of "Qi Xin working together". 7. Implement "small punishment". Some team leaders are always embarrassed to deal with the employees in the class, and sometimes they even try their best to "smear mud", always making a fuss about "minimizing major issues and minimizing minor issues", instead of looking for reasons from the root causes of accidents. To control accidents, we must nip in the bud. In terms of safety, quality, consumption, cost, tasks, etc. Employees who are always having problems may be given a small punishment to urge them to strengthen their sense of responsibility and do all the work well. In a word, whether team management is in place determines the rise and fall of an enterprise, among which team leaders have great responsibilities. Pay close attention to team management, not because of accidents and problems for a long time, but as long as you want to survive and develop, you will always do it. In recent years, team management has attracted more attention. The organic combination of traditional management mode with modern new ideas and technologies will gradually standardize, standardize and modernize the grass-roots team management of power supply enterprises in China. /You can have a look at this website, I hope it will help you.