How To Successfully Build A Team

How to build a good team or a company? This is every success.

The famous Canadian management scientist who has been immersed in the management field for 30 years, often puts forward the original idea of breaking the tradition and idols and superstitions in the field of management, and is the main representative of the school of manager's role.

Here, Mintzberg gives a framework for how to successfully build or maintain a healthy team, and lists five "

Reflection

Mintzberg's observation shows that most effective managers are good at introspection: they know how to learn from their personal experience; they explore many ways; when a method fails, they will retreat and try other ways.

"Introspection also implies humility. Managers should be humble, whether they know, think or know.

That's why I criticized heroic management. "

Mintzberg said.

Reflection refers to "curiosity, inquiry, analysis, synthesis, connection" - "thinking carefully, thinking over and over again the meaning of self".

In Latin, reflection means folding again, which means that attention should first turn to the inside, then turn to the outside, and look at similar things in different ways.

Reflection goes beyond mere intelligence, and goes deeper into wisdom, so that managers can perceive the essence of problems through general perception, thus profoundly looking at problems.

In Mintzberg's view, effective managers often think independently.

Most management activities are hectic, "damn things one after another".

Therefore, many managers have to take a step back and calm down and reflect on their experiences.

Mintzberg believes that management will naturally hinder thinking, but effective managers know how to develop reflective skills from such work.

Even if management is difficult for managers to concentrate on time to think about complex problems, managers who are good at reflection can work side by side, and learn from time to time.

As Edward Lap said, managers are "perfunctory with purpose".

Analysis

Unlike reflection, the purpose of reflection is to let people analyze.

Mintzberg thinks that if we do not pay enough attention to the analysis, we will make management chaotic.

But relying on analysis to find effective intuition of effective management is not much better.

It is wise to achieve a certain degree of balance: management needs to pay attention to two basic cognitive styles, one is formal and explicit knowledge, the other is informal and implicit knowledge.

From the perspective of flexibility, what does analysis mean? One is order, at least to bring order to people who need order.

The other is logic, that is clear and clear, but judging the word may be better.

Finally, rap describes effective managers as "proficient as analytical experts, but more talented than concept experts".

However, Mintzberg also pointed out that the danger of over reliance on analysis is particularly prone to two management problems: one is the "decomposition maze"; managers are cut around to be classified as clean, beautiful and artificial categories; the second is the "measurement puzzle", and managers must deal with the weakness of hard data.

"In management, too much emphasis on analysis will drive a lot of judgment out of the organization, causing serious dysfunction."

I can't believe that Mintzberg still has a lot of research into Chinese traditional culture. In Chinese, this is wisdom.

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Experienced

Managers must be globalized. We can hear such words everywhere today. In fact, managers become more sophisticated.

Globalization implies certain homogeneity.

The word has the same meaning, "everyone agrees with the same set of beliefs, the same set of styles, the same set of values.

Forget your background, your origin, your roots, face modern and contemporary, become a new "global" member.

Do we really want managers to do this?

What can improve this problem well and bring the urgent judgement to management? In Mintzberg's view, of course, it is sophistication.

He believes that all managers work on the margins between their world and others' world.

"Practice" means crossing these edges from time to time and entering other functions of other cultures, other organizations and organizations, but the most important thing is to understand the thoughts of others in order to penetrate into their world.

Using the line of poetry of poet Eliot, managers should not stop exploring, and the purpose of all their exploration is to return to the origin and re recognize the place.

If analysis is close to science, practice is close to handicraft, because it is rooted in concrete experience and tacit knowledge.

Collaboration

Collaboration enables us to manage relationships with other people inside and outside the unit.

There is a philosophy: "management is not controlling others, but letting them cooperate."

In Mintzberg's view, collaboration is not a "driving" or "authorized" unit, but "driving" or "empowerment" only strengthens the authority of managers.

On the contrary, collaboration helps people outside and inside the unit.

Mintzberg believes that collaboration is not particularly magical, nor is it an important feature of leadership. Collaboration is entirely natural.

Collaboration will also extend beyond units to other managers and other people outside the organization.

At the same time, the power of managers gradually devolved to non managers, and management style correspondingly changed from control to persuasive, from leadership to liaison, from authorization to motivation.

The main points of participatory management are: 1. Managers are very important. They must help others become important.

2, organization is an interactive network, not a vertical hierarchy.

Effective managers are everywhere, not high above them.

3, if some minor problems are not solved, great action may be needed afterwards.

4, when the participants solve these problems, the strategy will emerge in the interaction, and the so-called execution will also lead to the formation of strategy.

5, management is to explore the natural positive energy in the human body.

Management means participation and management is based on judgment and rooted in the real environment.

Here, leadership is a sacred trust obtained from the respect of others.

Proactive

"Healthy families are rarely passive. They show a high degree of initiative in coping with external input."

Mintzberg said.

All management activities are in the process of abstract reflection and concrete actions, that is, "reflaction".

Too much reflection leads to nothing, and too much action is scrawl.

Mintzberg thinks that reflection is largely a matter of the individual, and initiative is fundamentally a matter of society: without the participation of others, there can be no management action.

Management is a social process.

Managers who attempt to manage independently usually end up with excessive control - giving orders and assuming figures, hoping to use authority to ensure compliance.

In Mintzberg's view, managers should act on their own initiative instead of merely responding to what happened, taking steps to avoid obstacles and control things.

Effective managers, no matter where they live or whatever constraints they are bound to, can seize the freedom they can do and manage freely with full energy.

Fruitful