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Chapter 1: Experience of team strength
Abstract: As a secondary vocational school student who is going to work, team Spirit is a prerequisite for personal success. This paper discusses the cultivation of team spirit of secondary vocational school students in the measurement course from the perspective of measurement teaching combined with the learning characteristics of secondary vocational school students. Key words: measuring team spirit Group competition Praise Chinese Library Classification No.: P207
Document identification code: A In the engineering survey teaching, more and more attention is paid to the cultivation of students' practical operation ability, which requires the cooperation of two or three students in a group. Due to the strong self-awareness of current secondary vocational school students and the weak sense of thinking for others, conflicts often occur in the process of practical cooperation, resulting in the failure of practical training tasks, Therefore, it is necessary to strengthen the team spirit concept of students in measurement courses. 1、 The concept of team spirit In English, team spirit originally refers to a group that, in order to achieve a specific goal, takes the initiative to adjust the contradictions and behaviors within the group, and presents the appearance of cooperation with all efforts and with the outside world. 2、 The necessity of team spirit cultivation in engineering surveying teaching With the promotion of China's one-child policy, students currently studying in secondary vocational schools are basically only children. They belong to the generation that grew up under the care of their parents. They are self-centered, self respecting, do not consider others' feelings, do not respect others' labor achievements, and lack the ability to communicate with others, In terms of learning, they can't bear hardships, and lack the sense of responsibility and team cooperation. As a special group, secondary vocational school students do not have the same project and goal as the enterprise team, nor do they have a distance between high school students and the society. They are between the two. After a year or two or even a few months, they may become social people. At the stage of secondary vocational school learning, they are making psychological and physical preparations for entering the society, In the course of practical training and operation of measurement, there are certain requirements for their sense of cooperation and spirit of cooperation. Therefore, it is particularly necessary to cultivate students' team awareness in the teaching of engineering surveying.
3、 The method of cultivating students' team awareness in engineering survey teaching Nowadays, engineering survey teaching pays more attention to students' practical operation, and often adopts the method of division of work and cooperation according to groups. If appropriate teaching methods are adopted in survey teaching, students can get attention and encouragement from both teachers and students, and make their learning confidence The desire for performance has been strengthened, improved and enhanced. According to the actual situation of the measurement course and the characteristics of secondary vocational school students, the team awareness of students can be cultivated from the following aspects. 1. The traditional measurement class teaching, which uses the group operation method to cultivate the team spirit of secondary vocational students, often only emphasizes the dominant position of teachers. In the teaching process, students react passively according to the signals sent by teachers, ignoring the role of non intellectual factors such as students' motivation, interest, emotion and will in the learning process, Teachers are always eager to instill teaching contents into students, and often neglect the ability cultivation of students' self-learning, self-evaluation and self-education. As for how the students are learning, teachers cannot get first-hand feedback in class due to the large number of classes, which often creates opportunities for some "students with learning difficulties" to take advantage of, affecting the correct assessment of classroom teaching quality. The use of group operation can help students to improve understanding, learn to deal with Coordinate different opinions between individuals and team members to enhance team awareness. In the process of group measurement, the teacher explains and guides the problems, and suggests the importance of team cooperation to the students in language. In the actual measurement process, the goal of each student becomes the goal of the cooperative group, and the last student in each group will affect the completion of the group task. Therefore, each member of each group, for the benefit of the group, Under the leadership of the group leader, they cooperate with each other, help each other, and complete tasks together, so that students can personally experience the success brought by team cooperation, enhance the friendship between people, strengthen the communication and cooperation between students, and constantly improve their understanding of team spirit through imperceptible influence, thus cultivating the team spirit of students. 2. The competition method is an effective way to cultivate and test the team spirit of secondary vocational school students. Where there is competition, there is competition, and where there is competition, there is collaboration. The introduction of competition method into the measurement course caters to the psychological characteristics of secondary vocational school students, which can stimulate their competitive desire and change their inferior psychology into subjective initiative. Competition in collective cooperation projects is intense, and personal skills are important, but teamwork is the most important. In order to win the competition, it is mandatory for the members of the group to cooperate with each other, which is conducive to cultivating the participation ability of all students and mobilizing the enthusiasm of all students. In the competition, students can experience the importance of teamwork and cooperation, experience the sense of success and failure, appreciate the difficulty of competition and struggle, and further enhance their sense of responsibility Sense of honor and friendship among team members. Through the competition, students' self-confidence, determination and strong willpower were enhanced, and their sense of competition and teamwork was also cultivated. In the teaching of measurement in secondary vocational schools, the appropriate arrangement of the corresponding competition content in combination with the teaching material content is conducive to cultivating the team spirit and cooperation ability of students. 3. Cultivating the Team Spirit of Secondary Vocational School Students by Language Motivation
The special psychological characteristics of teenagers determine that it is very necessary to carry out language motivation in the process of cultivating team spirit awareness. Management psychology regards motivation as "the psychological process of continuously stimulating motivation". The higher the incentive level, the stronger the degree of effort and satisfaction to achieve goals, and the higher the work efficiency; On the contrary, the lower the incentive level, the lack of motivation to achieve organizational goals, and the lower the work efficiency. Language motivation is praise, because praise can meet the higher level of respect needs of secondary vocational students. When the team cooperation in the measurement class has achieved results, even if the results seem insignificant, the teacher should give full affirmation and praise. Praise can be given in two ways: one is to give praise immediately when finding the team's achievements. This way is immediate, so that students can know that the teacher has been paying close attention to them; The second is to praise in front of the whole class at the summary time of each class, which not only encourages individuals, but also encourages the collective. Students in the class should know that the teacher is always paying attention to his performance, praise his efforts in time, and make students eager to be praised by the teacher and make efforts. However, when using the language incentive method, we must pay attention to the wording of the language incentive, encourage the accuracy of the language, and avoid vague or too harsh language, so as not to hurt the self-esteem of secondary vocational school students. 4. Using performance evaluation to promote the cultivation of team spirit of secondary vocational school students, the traditional performance evaluation believes that learning is all about oneself and has nothing to do with others. Whether to speak in class or not, how much to participate actively, whether to practice seriously, and finally measure the performance evaluation are all strictly individual independent actions. This kind of measurement teaching and evaluation is not conducive to cultivating students' sense of unity and cooperation. The evaluation content of students' teamwork spirit should be introduced into the evaluation of the performance of measurement courses, and its weight proportion should be adjusted and allocated reasonably to make the evaluation results of measurement courses more scientific, so as to improve students' sense of teamwork. For example, the combination of individual performance and team performance can be used. Personal performance is composed of examination, personal homework, attendance, classroom performance, etc. Team performance is a comprehensive assessment of team cooperation and individual efforts. Team achievements can come from two aspects: on the one hand, the team has common achievements, including teachers' inspection of team performance and team work. Generally, members of a team share one score; On the other hand, it comes from team self-evaluation, that is, the team leader organizes team members to evaluate the performance of each team member after discussion. Scientific and fair assessment of students' team performance is the guarantee to maintain team identity, enhance team cohesion, maintain team effectiveness, and also an effective way to improve students' sense of responsibility. It also puts forward higher requirements for teachers to evaluate students in daily teaching, to ensure the fairness of evaluation, so as to mobilize students' enthusiasm for learning and sense of team participation. The above measurement teaching methods play a positive role in effectively improving the secondary vocational school students' team awareness, communication and communication skills, sense of cooperation, team cohesion, sense of responsibility and team trust. 4、 Conclusion
In the actual teaching process of measurement, there is some cooperation with students, but the current situation of the overall team spirit of secondary vocational school students is not optimistic. The overall awareness of team spirit still needs to be improved. Most students are still lacking in collective cohesion, cooperation ability and communication ability, Therefore, it is of great significance to cultivate and strengthen the team spirit of secondary vocational school students in the process of measurement teaching. Reference: [1] Zhang Xiqing, Lu Liangqiu. On Cultivating and Strengthening Team Spirit, Journal of Guangzhou Institute of Physical Education, 1999, 19 (1): 87~92 [2] Li Huibo, Team Spirit [M], first edition, Beijing: China City Press, 2009.12-13, 20, 26 [3] Jia Yanlin, Team Spirit [M], Shanghai: Shanghai University of Finance and Economics Press, 1999228~241
Chapter 2: Experience of team strength
[Key words] senior management team; Shared mental model; cognition; human capital
1、 Introduction
With the intensification of the global financial crisis, enterprises are facing more and more challenges of the so-called "weak situation", which puts forward higher requirements for the ability of enterprises to cope with challenges from all sides. The era of individual executives controlling the fate of enterprises is gradually declining, and organizations have begun to pay more attention to the role of executive teams. The strategic decision of the top management team determines the organizational performance, and the cognitive process of the top management team drives the high-quality behavior of its strategic decision. Therefore, exploring the mechanism of the cognitive process and organizational performance of the senior management team is the core theme of the in-depth development of senior management team research.
Reviewing the research context of the senior management team, the previous research followed the path of "curve research": first, the cognitive and psychosocial processes of the senior management team were approximately expressed through demographic characteristics; The second is to study the impact of team processes (such as communication and coordination) on decision-making behavior directly. After more than 20 years of research and exploration, the academic community has never cracked the "black box" between senior management team cognition and organizational performance, which leaves room for research. With the in-depth study of social psychology and other relevant theories and methods, combined with the long exploration experience of previous research, breaking through the difficulties of senior management team social cognition has also become a strong voice of scholars at home and abroad.
2、 Review of existing literature
1. Research on senior management team. The related research of senior management team can be divided into two stages:
The focus of the first stage research (as shown in Figure 1) is mainly to study senior executives' cognitive and values and other psychological characteristics through their demographic characteristics. The premise assumption of this stage research is that senior executives' demographic characteristics can be an effective alternative to senior executives' cognitive framework, although this alternative is not complete and accurate. Demographers believe that collecting demographic data rather than cognitive data is because "psychological processes are difficult to investigate and measure". Compared with cognitive variables, demographic variables are considered to be more objective, more economical and easier to test for explaining organizational phenomena. Therefore, researchers generally turn to the study of the relationship between demographic variables such as executive function background, industry and enterprise tenure, educational qualifications, and strategic decision-making and organizational performance.
In the middle and later stages of the first stage, researchers shifted their research focus to the differences in demographic characteristics. A common assumption is that differences in demographic variables represent changes in potential or implicit cognitive processes, and differences may have an important impact on the performance of teams and organizations. Therefore, many scholars have conducted in-depth research on the relevant impact mechanism.
However, domestic scholars started their research on top management teams relatively late, and only since 2003 have they seen relevant theoretical reviews and studies. Among them, some scholars began to study the demographic characteristics of top management teams and their differences in terms of strategic effectiveness, team effectiveness, enterprise innovation, enterprise performance, etc. in combination with the situation in China, enriching and improving the research model of the first stage of high-level echelon theory.
However, the research results are not ideal: the relationship between demographic characteristics and strategic decision-making and organizational performance is unstable and often contradictory. These contradictory results show that the previous hypothesis of demographic researchers on the relationship between demographic characteristics and cognitive differences is too simple and does not conform to the reality. Homogeneous demographic characteristics do not necessarily produce homogeneous attitudes, beliefs or values. Demographic indicators make it difficult for us to recognize the real psychological and social processes that drive executives' behavior.
In the second stage, researchers focused on the research of the TMT process (such as team communication, trust behavior, leadership behavior and team climate) and its situational moderating variables that affect the mechanism of the demographic characteristics of the TMT on organizational output. Based on the research at this stage, Carpenter et al. (2004) summarized it and improved the model of Hambrick and Manson (1984) for the second time, as shown in Figure 2.
In addition to distinguishing and listing two types of environmental variables and listing a series of TMT characteristics, the most important feature of the improved high-level echelon model is to emphasize the role of scenario adjustment variables in the model.
In the theoretical review in 2007, Hambrick, the founder of the high-level echelon theory, summarized the research on the four core situational variables: management freedom, job requirements, power allocation and behavior integration.
Finkelstein (1992) was the first person to study the power allocation of senior management teams. He pointed out that some members of senior management teams have more say. Therefore, when predicting TMT behavior, their preferences should be given more attention.
Hambrick (1994) introduced the concept of behavioral integration. Behavior integration refers to the degree to which TMT participates in common and collective interaction. A well integrated TMT will share information, resources and decisions. The research shows that there is a direct positive relationship between executives' behavioral integration and organizational performance.
Since 2004, domestic scholars have also begun to study the moderating effect of the behavior process and situational variables of top management teams. Li Wenming and Zhao Shuming (2004) proposed to integrate the behavior process of enterprise executives from three aspects: characteristics, process and environment. Ye Jiajia et al. (2006) conducted a qualitative analysis on the moderating relationship between external environmental factors and the composition of senior management team and strategic decision-making results. Zhang Liangjiu and Zhou Xiaodong (2006) studied the conflict of senior management team and proposed a dynamic analysis model of conflict, which is helpful to the study of group dynamics. Wang Chongming and Liu Xuefang (2007) studied the impact of cohesion on inheritance performance; Sun Haifa (2007) discussed the buffer effect of the values and atmosphere of the top management team on conflict. Liu Jun et al. (2007) studied the moderating effect of enterprise environment variables on TMT conflict. Jing Runtian and Meng Taisheng (2007) studied the relationship between document conflict and team process, and explored the mechanism of the impact of culture on senior management teams.
2. Related research on shared mental models. There are three main research paths of shared mental models: first, the research on the antecedents of shared mental models. The representative is the research of Kraiger and Wenzel, who proposed four antecedents of the shared mental model: environment, organization, team and individual. Domestic scholars have made a more in-depth analysis of the antecedents of the shared mental model, studied from the perspective of group composition characteristics, and excavated the team interaction characteristics of the shared mental model. But in general, the research needs to be further deepened. The second is the study of the concept connotation characteristics of shared mental models, trying to clarify the structural model of shared mental models. For example, Cannon Bowers et al. (1993) and Mathieu et al. (2000) proposed a two dimensional model of task team (interpersonal), and Kriger and Wenzel (1997) proposed a three-dimensional model of knowledge behavior attitude. Cannon Bowers et al This paper studies the relationship between shared mental models and team effectiveness in virtual teams from the perspective of identity and distributed mental models. Xu Hanyi and Ma Jianhong (2008) proposed a neglected dimension: the accuracy of shared mental models. Although there are different opinions, from the perspective of the development and effect of research, the three-dimensional model of identity distribution accuracy sharing mind will be a feasible solution. Third, research focused on the relationship between shared mental models and team behavior and team effectiveness. For example, Smith Jentsch and Mathieu (2005) explored the impact of shared mental models on organizational effectiveness indicators from the linear hypothesis and interaction effect hypothesis. Most of these studies believed that the characteristics of team members' knowledge structure would affect communication and interaction among team members, It then affects members' recognition of team goals and values, and ultimately affects team effectiveness and team performance. In general, the research context of shared mental models is shown in Figure 3:
As the psychological representation of team cognition, shared mental model is the underlying structure behind team behavior and process. It improves the performance of the whole team and organization through its role in team behavior and team effectiveness. This is also the core thread of research on shared mental models.
3. Related research on the outcome variables of senior management team. In previous research on senior management teams, most of the studies chose organizational performance as the foothold, defaulting on the consistency between strategic decision-making behavior and organizational performance, or ignoring the process impact mechanism of "characteristics strategic decision-making organizational performance" emphasized by the high-level echelon theory. But the actual process is not so simple. Good organizational performance depends on the quality of strategic decision-making. Without high-quality strategic decision-making behavior, organizational performance is difficult to guarantee. Therefore, Bai Yun Tao et al. In fact, the first two are indicators of team effectiveness, and the latter is an indicator of the status of strategy formulation (mainly the consistency of strategy). In other words, the strategic decision-making behavior of the senior management team first acts on the team effectiveness indicators and strategic consistency indicators, and then these two indicators affect organizational performance. This view has been confirmed by empirical research. Zhou Zhicheng and Zhu Yuelong (2005) divided team effectiveness into task performance and contextual performance, that is, equivalent to organizational performance. Li Rui and Ling Wenxuan (2006) pointed out that the higher the sense of team effectiveness is, the better the performance is generally. Wang Jiyuan and Xi Youmin (2007), on the basis of integrating the previous research on strategic consistency, obtained through empirical tests that the high degree of strategic consistency of the company is significantly related to good organizational performance.
Based on the above research results, we can see the context of these studies, as shown in Figure 4:
The dotted line in the figure divides the figure into two parts. The upper part of the figure is related to research on shared mental models, and the lower part is related to research on senior management teams. The research idea of the top management team is cognitive oriented, and hopes to replace and measure team cognition through the organizational and structural characteristics of the top management team. From the research results, at least two points can indicate that the research in this direction needs to be improved. First of all, the research only focuses on the demographic characteristics of individuals and the differences among individuals, ignoring the social characteristics of the senior management team as a team. Secondly, the research results are unstable, and the relationship between demographic characteristics of senior management teams and organizational performance cannot be generalized.
3、 Research expansion of the mechanism of the role of shared mind and organizational performance of top management team based on human capital
1. Overall research and expansion of ideas. As mentioned earlier, a shared mental model is a collection of knowledge and skills related to team members. From a dynamic perspective, it can be established and developed through communication, training, feedback and other activities. In fact, this is a category of the concept of human capital - human capital refers to the accumulation of knowledge and skills acquired by workers through investment in education, training, practical experience, migration, health care, etc. As a human capital intensive and power intensive team, the status of human capital property rights (property rights definition status, human capital control rights, disposal rights and income rights status) of the senior management team is an extremely important antecedent variable of the shared mental model, which is just ignored by most researchers.
In recent years, some scholars began to study the combination of human capital and senior management team. In 2008, Professor Rebecca Zarutski of Duke University also pointed out the importance of the research on human capital of the executive team. He used the data of the first time fund to study the performance of the human capital prediction fund of the executive team in the venture capital market. Kevin Schiek (2008) explored the impact of human capital of senior management team in venture capital enterprises on their investment portfolio and investment performance. These studies all show the importance of studying the top management team based on human capital, but most of these studies do not realize the dynamic change process carried by the human capital accumulation process, let alone the difficulties in understanding the top management team.
The author (2007) clearly proposed the necessity of studying the top management team from the perspective of human capital, and also pointed out that the relationship between the top management team and enterprise performance should be studied from the perspective of the value factors of human capital and their dynamic changes, It has carried on the beneficial exploration and pointed out the preliminary research direction for the research of the human capital of the senior management team.
This paper proposes that it will be a new perspective to study the mechanism of the shared mental model of senior management team on organizational performance from the perspective of human capital. The research expansion ideas are shown in Figure 5.
First, it combs out the influence mechanism of two antecedents of human capital factors on the mental model of senior management team based on the perspective of human capital, and then measures the level of shared mental model of senior management team to characterize the cognitive level of senior management team. At the same time, it clarifies the mental model of senior management team (senior management team cognition) and the interaction mechanism between senior management team process and team decision-making behavior. Finally, it clarifies the interaction mechanism between senior management team mental model and organizational performance, and examines the mediating role of senior management team decision-making behavior, strategic consistency and team effectiveness.
2. Theoretical expansion analysis. The expansion of the research can be explored from the static and dynamic human capital antecedents of the TMT shared mental model.
From a static perspective, the status of human capital property rights (the status of property rights definition, the status of human capital control rights, disposal rights and income rights) will potentially affect the level of senior management team sharing mental models, which is rarely seen in the academic community. By using the relevant theories of human capital, this paper clarifies the impact mechanism of human capital property rights (property rights definition, human capital control rights, disposal rights, and income rights) on the level of shared mental models of senior management teams.
From a dynamic perspective, human capital investment activities in the senior management team are mainly reflected in the mutual learning and inspiration of team members and team training activities, which will transform individual knowledge into group knowledge through team interaction. Therefore, the dynamic accumulation of human capital is an important antecedent variable that affects the shared mental model of senior management teams. By using the theory of human capital investment and other aspects, we can explore the form of human capital investment in senior management teams, especially the influence mechanism of internal invisibility on the shared mental model of senior management teams.
Use the data obtained from business simulation experiments to conduct confirmatory factor analysis to determine the human capital factor model of the mental model of senior management team members, that is, determine the knowledge classification and elements in the mental model of senior management team members, such as decision-making related knowledge, team related knowledge Resource related knowledge studies the three-dimensional model of the shared mental model of the senior management team from the perspective of human capital: identification mental model, distributed mental model, accuracy mental model. Using the method of complex network, this paper discusses the relationship between the shared mental model of identity, distribution and accuracy, the process of the senior management team and the team decision-making behavior, and the intermediary variables between the relationship. Using the time series analysis method, this paper discusses the accumulation law of human capital in the action state for the above three-dimensional shared mental model, Find out the time series changes of TMT process and decision-making behavior process, and develop a self-report scale to measure the shared mental model of TMT. To explore the influence of mediating variables such as top management team decision-making behavior, strategic consistency and team effectiveness on organizational performance. Through the research, the mysterious veil of the complex relationship between the shared mental model of the senior management team and organizational performance was uncovered.
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Chapter 3: Experience of team strength
When I was in primary school, our teacher once asked us how to make 1+1 greater than 2? At that time, I heard a student's answer was in the case of wrong calculation. I thought it was quite reasonable at that time, because I didn't understand how 1+1 was greater than 2. Later, our teacher said that 1+1 could be equal to any number, because we were younger and he didn't explain it in depth. As we got older, through many case analysis and ordinary observation, I finally understand that this is the effect of team strength. Imagine that if a collective, an organ, a team, and every member is full of team spirit, then the collective, the team must be a harmonious team, and such a team can achieve twice the result with half the effort when working, This is why 1+1 is greater than 2, but how can we do it? I believe that to form a solid team, we must trust each other, tolerate each other, complement each other and be humble.
Mutual trust means that every member of the team should trust other team members, and should not doubt that someone has a dark spirit or backtracked the team, because distrust of your team can sometimes cause great losses and misunderstandings. There is a story in the classic novel The Romance of the Three Kingdoms, which says that Liu Bei was crying after a defeat, His brother-in-law came to report that "Zhao Zilong was born, and he went to Cao!" Liu Bei said:
"Zi Long's composition is my old friend, and Ann is willing to oppose it?" Don't believe my brother-in-law's words, Meng Zhang Fei said beside him:
"Maybe Zhao Zilong, greedy for wealth, went to surrender to Cao Cao.
”Liu Bei said, "Zilong and I have always been like stone in the face of adversity. How can they be swayed by wealth?" His brother-in-law added:
"I saw with my own eyes that he led the army to Cao". The witnesses came out, but Liu Bei said:
"There must be a reason for Zilong. If Zilong rebelled, kill him." Because of this trust, Zhao Zilong entered the enemy's array seven times, killing countless enemies. The enemy was terrified at the news, rescued Liu Bei's son, and let Liu Bei turn the corner. I think if any team can achieve such trust, we can imagine what kind of achievements this team will make.
Mutual tolerance means that no one can be perfect or do wrong. At this time, only tolerance can lead to harmony, mutual respect and mutual understanding, and only in this way can we work together harmoniously and achieve great things. it is said that:
"When the teeth still bite the tongue, when working in the same unit, there will inevitably be conflicts and misunderstandings. This requires us to have a broad mind of mutual understanding and tolerance. Don't haggle over every ounce for non principled issues. A tooth for a tooth and an eye for an eye. There is an old Chinese saying:
"When is the world going to happen? There are some things that can't be done, must be done, must be done." So it's hard to be confused once it's not a matter of principle. Truthfulness not only affects work and feelings, but also has no meaning and value.
It is easier said than done to complement each other. To complement each other, each member of the team should have a holistic view, not only their own interests, but also integrate their own interests into the overall goals and interests of the team. In modern society, I think it is impossible for a compound talent to do everything, If we want to achieve great things, we must learn how to compensate each other, dare to take responsibility, and put the overall situation first. After Zhuge Liang killed Ma Ji with tears, he wrote a letter to demote himself to the third level. I don't need to say that you all know what the effect has been. So doing a good job of mutual compensation is sometimes very important to eliminate misunderstandings and save the overall situation Mutual humility, in fact, is a kind of spirit of giving up when confronted with difficulties, and giving up when confronted with names. Maybe many people now think that this is a fool's thing. In fact, in my opinion, if you are a contented person who understands introspection and has team spirit, you will also know how to give up when you see humility. On the contrary, he will not be humble to you. This is mutual. To form a cohesive team, we must do this. Otherwise, if everyone cares about every detail, it will not be a team.
Everyone in a team may have different abilities and qualities, different roles and different lifestyles, but as long as they have the same courage to challenge the limits, the same ambition to create a first-class team, and the same actions to defend the team, the team will certainly create a world.
I also heard such a case. What do you think when you hear this? It was several employees of Xi'an Janssen Pharmaceutical Factory who accompanied their customers to visit the beautiful Lijiang. They were talking happily. When they were full of interest, it suddenly rained heavily. Seeing everyone's clothes were about to get wet, the employees took off their suits by accident, propped them up with their hands, and enclosed an umbrella to protect customers from the wind and rain.
In a team, we must establish a harmonious and reliable relationship, create a good interpersonal atmosphere, mutual respect and mutual understanding. Be more humble to others, smile more and be more active. If every member has done this. I believe that this team will be a strong and brave team and will create a world belonging to this team Excuse me, comrades, do we want to create a piece of sky belonging to our team? Then, please cooperate and read with me. From now on, let's work together to open our hearts, unite as one, and work hard to create our own world! Thank you
As we all know, the speech of enterprise team spirit is equal to 2.
1+1 So what about our team? Why do I say 1+1 is greater than 2? Because each of them is full of team spirit. If a collective, an organ, a team, and every member of us is full of team spirit, then the collective, the organ, and the team must be a harmonious team. Such a team will be able to achieve twice the result with half the effort.
Isn't 1+1 greater than 2? The so-called team spirit refers to the style that team members cooperate with each other for team interests and goals, share collective responsibility, work together, and gather together to form a strong force and become a strong collective. Everyone knows that "tug of war" is a kind of sport that can best reflect the team spirit. Everyone must make 100% efforts to form a powerful force and defeat the other party only when they are closely coordinated and supported.
So, how can we form such a valuable team spirit? As far as our neighborhood is concerned, as the first level organization of the Party and government, as an organ responsible for important management functions, we should form this valuable team spirit. I think we should achieve mutual trust, mutual tolerance, mutual complementarity and mutual humility.
First, we should trust each other. In a team, different members play different roles. Trust is the foundation to make the team work together. This kind of trust includes mutual trust between superiors and subordinates and between colleagues. To put it bluntly, don't be suspicious of dark ghosts. Distrust can be a big mistake. There is a story about trust in the classic novel Romance of the Three Kingdoms: Liu Bei's trust in Zhao Yun. It was said that Liu Bei was crying after his great defeat, and his brother-in-law came to report:
"Against Changshan Zhao Zilong, he went to Cao!" Liu Bei said:
"Zi Long is my old friend, and Ann is willing to oppose him?" Don't believe my brother-in-law's words. Meng Zhang Fei said beside him: Maybe Zhao Zilong, greedy for wealth, will surrender to Cao Cao. Liu Bei said:
"When Zilong and I were in trouble, his heart was as hard as iron. How could he be moved by wealth?" His brother-in-law said:
"I saw him lead the army to Cao Cao.
”Liu Bei said:
"Zilong must have the original villain. Besides, if Zilong rebels, kill them!" How much trust Liu Bei has in Zhao Zilong! It is this kind of trust that Zhao Zilong entered the enemy's front seven times, killed countless enemies, saved Liu Bei's son, terrified the enemy and saved Liu Bei from danger.
This is the power of trust! If we can have such trust between leaders and subordinates and colleagues, we can become an invincible and invincible steel team.
Second, mutual tolerance. Liu Qi, member of the Political Bureau of the Central Committee of the Communist Party of China and secretary of the Beijing Municipal Committee of the Communist Party of China, recently said at the first meeting of the 10th Beijing Municipal Committee of the Communist Party of China that harmonious and inclusive comradeship:
"Only tolerance can lead to harmony, and only respect can lead to tolerance. Only mutual tolerance and harmonious cooperation can lead to success.
”As the saying goes, there is still time for teeth to bite their tongues. When working together in a unit, there are inevitably contradictions and misunderstandings, which requires us to have a mutual understanding and tolerance. In particular, we should not haggle over non principled issues. We should return a tooth for a tooth and an eye for an eye. There is an old saying in China:
"When is the world going to happen? Some things won't happen.
”It means that some trivial things can be confused as a motto.
If you really care about it, it will not only affect your work, but also affect your feelings. It has no value.
Third, complement each other. It is easier said than done to complement each other. But as long as you have team spirit, you can do it. First, we should set up the overall concept. The overall management of the sub district office is organically coordinated with the management of each department. Instead of focusing on local interests, each department should integrate the pursuit of individuals and departments into the overall standard of the team. In the modern society where the division of labor is becoming more and more sophisticated, even the most complex people cannot do everything alone. A flower alone is not spring.
Only by firmly establishing the concept of overall situation and putting the overall interests first, can every comrade devote himself to the team, contribute his own strength and gather the strength of others; Only when colleagues make mistakes or are not in place can they stop the leak in time and take the initiative to fill the platform. Although the relationship between government officials is not close to the friendship between life and death, we must work together through trials and hardships. Second, dare to take responsibility. In some middle positions, there has been such a situation: when a department has a problem, the section chief will often find objective reasons, or find the reasons of subordinates, and shirk responsibility. However, the wise section chief will blame himself even when his subordinates make mistakes, just like "Zhuge Liang wrote a letter to demote himself to the third grade after killing Ma Su with tears".
The section chief is brave, courageous and good at taking responsibility, which is the key to eliminate the adverse consequences caused by the subordinates' mistakes in time and quickly turn the situation around. This is a higher level of compensation. If a leader can consciously do these things, He Tan can not produce cohesion, and He Tan can not produce team spirit.
Fourth, mutual humility.
It is our fine tradition to "rise to difficulties and yield to honor". When a team makes achievements, when honor comes, we should have the spirit of "being pretty and not competing for spring" of Plum Blossom. There has been a profound lesson in the past. A team can live in harmony and support each other in the process of struggle, but when it wins, it can't afford to get involved. The reason is that they can't compromise each other and compete for merit and honor. Such a lesson should not be forgotten. Comrades, the formation of team spirit needs constant accumulation, adjustment and correction, and all the ideas of doing their part in the first service can only be unrealistic expectations. Only we start from small things, from now on, from me: learn, learn, learn again; Practice, practice and practice again can reach the ideal state of 1+1 greater than 2!
Team spirit "A drop of water can only survive if it is integrated into the sea, and can set off huge waves. The same person can only survive and grow better if he is integrated into the team" - excerpted from the bulletin board of * * * Factory Unity, pragmatism, integrity and innovation are the corporate spirit of * * Group. Unity is the first. When singing the red song to celebrate the 90th anniversary of the founding of the Party, there is a song "Unity is strength, this strength is iron, this strength is rigid, harder than iron, stronger than steel.
”A team is formed when specific people unite to work hard around a goal.
The team is like a pyramid. Each level is an indispensable part of the team, and each level plays a different role. Through close cooperation with each other, a strong driving force for continuous progress is formed. Undertake the division of labor in different aspects, achieve common performance goals, and keep the enterprise moving forward. This is the advantage of an excellent team, and it is also where each team member can give full play to his ability in the enterprise.
When it comes to team spirit, we have to mention a notorious social animal for thousands of years - the wolf. For centuries, the wolf has been one of the notorious species in all wildlife. It is hated and feared by people. We always have a misunderstanding of wolves, a hatred that has been popular for thousands of years. Whether in the dictionary, for example, the images of "wolf grandmother" and "wolf in sheep's clothing" in the fairy tales leave a deep impression of negative roles. But wolves are not as bad as we imagined. Compared with other animals, wolves have no individual advantages. In the animal world where the jungle is the prey, they understand the importance of teamwork.
Wolves shine in their will the spirit that human beings lack - team spirit. They grow and grow by this. Everyone knows that wolves live in groups. Every wolf should take a responsibility for the prosperity and development of wolves and contribute to their strength.
Wolves rely on collective strength when hunting. Among the many factors in the successful hunting process, strict and orderly collective organization and efficient team cooperation are the most obvious and important factors. Each wolf has its own task. No wolf can leave his post without permission. Some wolves want to be pioneers and harass their prey; The fast wolf goes to chase or stop in front; Strong wolves hunt strong prey; Weak wolves hunt relatively weak prey and cooperate closely to defeat stronger opponents.
The way wolves fight is enough to make any beast ashamed. Even in the presence of powerful beasts, you should avoid wolves. As Zhang Ruimin, Chairman of the Board of Directors of Haier Group, said, "Many incredible practices of wolves are worth learning from. What is most commendable is the team spirit in the battle, cooperative warfare, and even the willingness to die for victory. We humans must learn more from the spirit of cooperation of wolves. The tacit cooperation between wolves becomes the decisive factor for the success of wolves. No matter what they do, they can always rely on the strength of the team to complete.
Team spirit is the embodiment of the real core competitiveness of an enterprise. Now, in the increasingly fierce market economy competition, the phenomenon that wolves rely on the power of groups to defeat powerful rivals is being paid more and more attention. More and more people learn from wolves' team spirit of unity, hard work, harmonious cooperation and common development. The strength of this group is the embodiment of the team spirit we are pursuing. Similarly, in order to achieve our goals, each team member should work together like a wolf. That is, each member of the team should be clear about the team goals, combine the individual goals with the team goals, and clarify the role of individuals and their role in the team. The goal of the team is to create the benefits that can be achieved, which is also the significance of the existence of the team.
All team members consciously shoulder their responsibilities for a common goal and are willing to sacrifice for the team's interests
Part of their own interests. It is a concrete manifestation of team spirit that we work together, care about each other, and effectively play the potential given by our roles with rapid and agile operation. In a team, all activities should be carried out around a common goal. However, all parts of the team and even everyone are relatively independent. They all have their own goals and tasks, and should be independent. Every employee in the team should not be self-centered, and should realize that everyone has both advantages and disadvantages. There is no perfect person in the world, so we should respect the differences between people. You should know that Xiu's team is not made up of Xiu's employees, but is formed by the unity and cooperation of all members to develop strengths and avoid weaknesses. Because individuals are like a drop of water in the sea, leaving the sea will soon dry up and disappear** The Group provides employees with opportunities and stages to display their talents and realize their dreams. But as a member of the * * Group, we must always remember our responsibilities and missions.
There is a saying that goes like this: "Don't think you can do anything without a team. You may accomplish nothing without a team. Don't think you can do anything without a team.
Chapter 4: Experience of team strength
The tenth party clearly put forward: "continue to adhere to people-oriented, establish a comprehensive, coordinated and sustainable development concept, and promote the comprehensive development of economic society and people." This development concept has an important guiding significance for the management of schools. "The Chinese Dream is, in the final analysis, the dream of the people. It must be realized by the people and must continue to benefit the people." -- The President's exposition of the "Chinese Dream" outlined a new blueprint for China's development in the future. Accelerating the development of modern education is an important part of the "Chinese Dream" and an important support for the realization of the "Chinese Dream"! The key to the realization of the Chinese Dream is the realization of the Chinese educational dream. The successful realization of the Chinese educational dream can be achieved by managing the teaching staff well.
School management is ultimately the management of people, "people-oriented" is bound to become the starting point and destination of school management. Therefore, people are the most basic and core factor in school management. However, in today's school management, people are often not paid much attention to the management of people. Someone has investigated the leadership behavior of 100 enterprise and school leaders. The research results show that the proportion of people centered managers in both enterprises and schools is lower than that of people, things and things centered managers. Among them, the proportion of people centered managers in schools is lower than that in enterprises. This situation shows that the leadership style of secondary vocational school managers deviates from the core of management, and the human factor in school management has not received due attention. This is also an important reason for the current low enthusiasm of teachers. Human behavior is controlled and regulated by human psychology. Only when school administrators understand and master the psychological laws of teachers and "treat people according to their own needs" can they improve management performance. "Those who win the hearts of the people win the world". Managing the hearts is to win the hearts of the people. In essence, it is how to mobilize the enthusiasm of teachers. It is difficult to fully mobilize the enthusiasm of teachers only by strict regulations, experience, supervision and administrative orders. Because "people are not plants, who can be ruthless", so in the process of school management, the application of people-oriented team emotional management method will receive very obvious results, so that school management will take a new step.
"Unite as one, unite as one, any powerful enemy will surrender to us in any difficult environment". "No matter how ordinary a person is, as long as he is integrated into a team, he can make extraordinary achievements; similarly, no matter how capable a person is, as long as he is isolated from a team, he cannot make himself outstanding." If a person does not have team spirit, it will be difficult to achieve great things, an enterprise, a company A school without team spirit will become a mess and do nothing. Only by carrying forward the full team spirit can we create progress and win glory. Team strength is a huge magnetic field, a kind of elite culture, a brilliant life, and a driving force for progress. In our education management, it is really important to have an excellent team to do a better job in education.
Our Confucius once said, "Harmony is the most important thing for courtesy", and one song also said, "One chopstick is gently broken, and another is firmly held in a ball"; Together, people can do things that no one can do alone. The combination of wisdom, hands and strength is almost omnipotent. ¡ª¡ª Webster. Team strength is obvious in any enterprise, any organization, any collective, and even in any thing in nature. However, it is not easy to build amazing team strength in a school. A large number of people does not mean that strength is great. The group lacking team goals, team collaboration, team culture and scientific management is just a ragtag group, each serving as its own camp, which cannot generate the expected team strength, let alone create the corresponding value. Just like the current work intensity, many teachers are tired, not serious about their work, perfunctory, complaining about the heavy workload and so on. There is no team spirit, so it is a long way to go to strengthen team cooperation and improve the operating efficiency of the school.
In school management, special attention should be paid to the team building of teachers, especially in the modern society, where science and technology are highly developed and the social division of labor is becoming more and more detailed, it is impossible for anyone to make great achievements in a certain field on his own. Maybe it's just someone standing on the podium, but we can't ignore the team members standing behind him. The team is the spiritual pillar that gathers all forces. In the work, all team members work together and unite with each other to be invincible.
In the management of a school, every teacher has his own specialty and the spirit of dedication to the school. But if these scattered personal forces are not twisted into a rope, they will not form a driving force to promote the progress of the school, and may even be hampered by their own efforts. In our work, we should always think that we are a whole and a team. Even if you are the main leader, you can't fight alone. Nowadays, more and more attention is paid to the strength of the team. When we as leaders feel that one person will affect the whole team, the final decision can only be to give up. Because, if the members of the organization in the team cannot act in a coordinated manner, it is easy to generate internal friction, and it is inevitable that the synergy effect of the whole is greater than the sum of the parts cannot be generated. To build a team well, we need to do well in every aspect and every link to ensure the strength of the team; On the contrary, if a small thing or detail in team building is not done properly, it may affect the enthusiasm of team members, and then affect the overall power of the team. Therefore, the concept of "details determine success or failure" is very reasonable.
Chapter 5: Experience of team strength
[Key words] Team learning cognitive level
introduction
In 1990, Peter Senge, the founder and chairman of the International Association for Organizational Learning (SoL for short), first proposed the concept of team learning in his famous book The Fifth Discipline - The Art and Practice of Learning Organizations. He pointed out that teams rather than individuals are the basic learning units in modern organizations, and team learning is an important form of organizational learning. On the basis of Senge's research, a large number of documents about team learning have emerged in various fields and disciplines, and team learning has become a hot focus of researchers. Previous studies mainly focused on the impact of team learning on enterprise development, organizational performance, and so on, but little research on the impact of member development. Therefore, on the basis of previous studies, this paper sorts out the relevant theories of team learning, and further expounds the relationship between team learning and member development on this basis.
1 Relevant theories of personal development
1.1 Concept of personal development
Personal development refers to the process of individuals participating in social activities to improve their self-awareness, realize their talents and potential, realize their aspirations or strengthen their identity through learning, communicating with others, etc. Personal development is not limited to self-development or self help. It also has the connotation of helping others to carry out personal development, including recommending methodology, relevant projects, tools, technologies and evaluation systems for personal development to others.
1.2 Framework of personal development
（1） Social factors National policies, laws and regulations, economic development level, etc. are all factors that affect personal development. If a country's policies, laws and regulations tend to protect individuals and create an environment conducive to personal development, then individuals can get good development in this environment. The economic level of a country is also an important factor affecting personal development. The speed of economic development affects the speed of personal development. In addition, social professional values, economic situation and industrial policies, and technology trends all affect personal development to varying degrees.
（2） Enterprise factors: enterprise culture, enterprise system, enterprise development stage, etc. Corporate culture is the soul of an enterprise. Corporate culture is reflected in the values or value system of an enterprise. If the value of employees is the same as the value of the enterprise, then their employees will have a strong sense of belonging, which plays a positive and important role in the personal development of employees. The enterprise's performance appraisal system, salary incentive system, personnel management system, employee welfare system, etc. The enterprise can grasp the implementation degree of employees' personal development plans and the goals set at each stage through online real-time information, so that employees can not only know their own development direction, but also increase their trust in the organization, which is conducive to attracting and retaining talents.
（3） Personal factors Genetic factors, family factors, personal education, personal attitudes, values, etc. In the process of growing up, first of all, genetic factors and family factors have the greatest and most direct influence on their development. The influence of the two factors has established personal character and future views on things. In addition, the education level of an individual affects his/her quality and the trend in his/her career.
2 Team learning
2.1 Concept of team learning
Since Senge put forward the relevant theory of team learning in his works in 1990, a large number of scholars have put forward their own views on the concept of team learning from different perspectives, and have made relevant explanations from three orientations, namely, behavior orientation, information processing orientation, and result orientation. The summary is as follows: based on the relevant explanations of the above three orientations, Team learning refers to the process in which team members share their knowledge and skills with others to make both the collective and the individual profit in this process.
2.2 Influencing factors of team learning
2.2.1 Social factors
In essence, team learning is the interpersonal relationship between social people for knowledge sharing and information exchange, which reflects a social relationship. Team learning is affected not only by the internal environment of the organization and team, but also by the specific external environment. According to the research of relevant scholars at home and abroad, social and cultural diversity and team external capital have a significant impact on team learning ability (Watson, BarNir, 2005; Lu Xiaojun, 2010: Peng Can et al., 2011). Therefore, the development of team learning ability should not only be based on the internal environment of the enterprise but also be tested in the social environment, so as to better adapt to the social development model.
2.2.2 Organizational factors
Organizational structure mode, job position, cross training, learning environment, organizational culture, organizational atmosphere and other factors affect team learning to varying degrees. The organizational structure model has changed from the original linear model to the current flat and networked model, which is more conducive to communication and learning among members. Argote et al. (1995) found through member exchange that cross training is conducive to the spread of individual knowledge among groups and different individuals, and is conducive to the development of team learning. Chen Guoquan (2008) showed that organizational task performance and situational performance had a significant positive correlation with team learning. In addition, organizational rules and regulations, organizational culture, organizational learning environment, cognitive style, etc. also significantly affect team learning ability (Ahmed, Zairi, 1999; Chen Guoquan, Jiang Lu, 2008: Andrew, 2008)
2.2.3 Team factors
Team objectives, team size, leadership style, etc. are all team influencing factors that affect team learning. Team psychological security, team empowerment and other factors have a significant impact on team learning. Members can only discuss defects and mistakes with open mind in an environment where they feel psychological security, and get better learning from experience. The higher the level of team empowerment, the more they can stimulate the learning behavior of members (Edmondson, 1999, 2002: Zellmer Bruhn&Gibs on, 2006). Team cohesion also has a significant impact on team learning. Through analysis, team cohesion has a significant positive impact on team external learning (Lent, Schmidt，J.，2006；Wong，2004）。 Team leadership style (whether democratic or transformational) has a certain guiding effect on team members' learning attitude and behavior, and affects team learning ability to a certain extent (Yao Jing, 2004: Mo Shenjiang et al., 2011). In addition, factors such as leadership learning ability and leadership member relationship (Chen Guoquan, Zhao Chen, 2010), team process innovation (Zellmer Bruhn&Gibs on, 2006), team size (van Eijl, Pilot,&De Voogd, 2005, etc.) have different degrees of influence on team learning.
2.2.4 Personal factors
Individual goals, learning level, cognition, attitude, goal orientation and heterogeneity of team members are all individual factors that affect team learning. The personal factors of team members come from demographic characteristics. Relevant research shows that defensive routines are a major factor rooted in the psychology of members. In order to protect themselves, they cannot face their own minds, which leads to a psychological gap with other members, leading to abnormal communication within the team, Obstructing team learning (Argyris&Schon, 1978: Senge, 1990). A study by Gib-son (2003) and other individuals focused on the impact of team members' differences in demographic characteristics on team learning. It uses subgroup strength (team members have the same degree in demographic variable characteristics) to express the heterogeneous and homogeneous characteristics of teams. The research results show that moderate subgroup strength is most conducive to team learning. Ellis (2003) et al. showed that there was a significant positive correlation between team members' cognitive ability and team learning; There is also a significant positive correlation between the personality factors of team members, such as friendliness and openness, and team learning. Individual factors or variables such as team member heterogeneity (Ellis et al, 2003) and individual goal orientation (Hirst, van Knippenperg,&Zhou, 2009) have different effects on team learning.
3 Impact of team learning on member development
More and more people have realized that learning is not limited to activities within schools. Learning can happen at any time and anywhere. Relevant psychologists have shown that learning is a relatively lasting behavior change under the influence of the experience of other people or the environment. The learning of any behavior is to obtain reinforcement and reward, so as to meet the inner needs of individuals. The individual actor learns not only through direct experience, but also through observing or listening to what happens to others. Team learning is the collective learning of a unit. It is the basic unit for learning organizations to learn and facilitate mutual learning, communication, inspiration and progress among unit members. Team learning is the process of developing the ability of team members to match and achieve common goals. Team learning is a win-win choice and result for both organizations and individuals. From this, we can get the impact of team learning on individual development of members:
（1） Acquire interpersonal skills
In the process of team learning, members share knowledge and experience with others, and through relevant information communication, they put down their own bad feelings and open their hearts to exchange relevant experience with others. Learn about others' temperament types, communication styles, etc. in the process of communication and negotiation with others, so as to get along well with others in future work. Due to different personalities, habits, temperament types, etc., people should learn the concept of "combination in separation" and "separation in combination" in working relationships. In this process, we should not only maintain a high degree of autonomy and flexibility, but also have a high degree of cooperation. Keep your own character and habits, see your own strengths and weaknesses, carry forward your strengths and avoid weaknesses; Extract the essence from others and learn the advantages that others do not have. In the work, change your own shortcomings, communicate flexibly with others, and acquire the skills to get along with others, so that you can get along with others better in the future life and work.
（2） Improve cognitive level Through team learning, members can realize knowledge sharing, and build their own unique shared mental models (SMM) in the process of learning. Understand the knowledge, skills and abilities of teammates, make judgments and correct evaluations on them, and make judgments on their own expectations to affect their own behavior. Knowledge sharing is to let others know what you know and get information feedback. Knowledge sharing does not depend on who you know, but who you know with; It's not about who has influenced you, but about who you have influenced. The knowledge of team members can only be developed through sharing knowledge, mutual exchange, learning and sharing. The wider the scope of knowledge sharing, the better the effect of its utilization and value-added. Only when knowledge is shared by more people can the owner of knowledge obtain greater benefits. In this process, members can share knowledge with other members of the team face to face or electronically to improve their own cognitive level, learn new knowledge and integrate personal existing knowledge to form new knowledge; In addition, in the process of sharing, the feedback of shared objects is obtained, and personal knowledge and feedback knowledge collide and reconcile with each other, contributing to knowledge innovation.
（3） Improve personal quality and cultivation
In the process of team learning, members constantly learn new things, understand new situations and master new skills by sharing knowledge and acquiring new information. Strive to broaden their learning and practice areas, and strive to make themselves have the knowledge, skills and abilities needed to adapt to various work. Adhere to the principle of learning for application, transform the knowledge learned into practical ability, apply it to work, find problems with agile thinking and vision, find the root of problems, and constantly improve the quality and level of work. In the process of learning, emancipate the mind, update concepts, broaden ideas, analyze, judge and deal with problems with new thinking and new perspectives. In order to give full play to personal value in your own position, you should strive to improve your ability and quality and accumulate knowledge in all aspects through a lot of learning. Strengthening learning is an important means to improve personal observation, memory, thinking and imagination. On the basis of accumulating a lot of knowledge, realize personal value through practice, and improve their own quality and self-cultivation.
（4） Expand your own psychological resilience
Individuals with a high level of resilience show that their comprehensive qualities in cognition, intensity of freedom, emotional activation, stress mode and personality traits have reached the best match, regulation and adaptation to the external environment, and can be externalized in the most effective way. Therefore, in a certain sense, the process of individual psychological occurrence and development is the process of increasing their psychological resilience, that is, the process of improving their socialization and social adaptation. Resilience should be regarded as a core variable in individual quality structure, and also a comprehensive embodiment of individual personality and cognitive level. Through team learning, you will not only gain knowledge from within the team, but also increase the ability to resist external risks. It changes with the environment, and achieves dynamic regulation and adaptation to the environment in the process of change. Enhance their flexibility and psychological endurance to facilitate future work and life.
Chapter 6: Experience of team strength
Cohesion is a resultant force. As far as the highway industry is concerned, it is a centripetal force and fighting force formed by various factors such as the management concept, working environment, work style, service awareness and highway culture of the unit. It is a kind of magnetic field and also a kind of adhesive for highway workers' emotions. The cohesion of an organization determines whether employees can actively, actively and effectively carry out creative work, cooperate well with each other, help each other, improve work efficiency, and achieve the goals of the organization. Therefore, in order to closely connect the staff, fully mobilize their enthusiasm for work and creativity, give full play to their individual intelligence and the strength of unity and cooperation, be willing to work for the organization with all their strength, regard work as a kind of fun, invest in great fun, do every work assigned by the organization with heart, and maximize economic benefits, Therefore, it is very important to build an efficient team and improve team cohesion. How to build an efficient team? Let me talk about the following points:
1 Establish clear objectives
A clear and lofty goal is the driving force for the staff to move forward, and it is an invisible force that the staff are full of confidence, hope and enthusiasm. The goal is to guide the healthy development of the organization and make each team member clear about the guiding ideology, objectives, tasks and work plan of the organization. This goal can maximize the enthusiasm and sense of responsibility of team members, provide a broad platform for employees to fully display their talents, and maximize the efficiency of the whole team. When the team encounters difficulties or obstacles, we should learn from the team spirit and selfless dedication of ants. For example, when encountering a tsunami, the ants will immediately form a group, and trillions of ants will quickly gather together to form a group, which is as big as a basketball and unimaginable, and then drift with the tide until they are hit by the sea water to the shore. Some ants in the outer layer may be scattered and killed by the flood, but most of them can survive. This behavior of ants reflects the team spirit and dedication to the fullest. The sense of dedication is the root of team spirit. Team spirit is based on respect for individual interests and achievements. The core is cooperation, and the highest level is the centripetal force and cohesion of all members. The cultivation of team spirit enables each member of the organization to make concerted efforts and work towards a goal. To maximize the scale benefit, the formula of economics is: 1+1>2 mode, establish a common goal, and take effective measures to condense the ideas of each member to this goal, so that they can work together to achieve this common goal.
2 Cooperation and communication
Only through mutual cooperation can team members achieve great success. Lei Feng once said: "A drop of water will never dry up until it is put into the sea, and a person can be most powerful only when he integrates himself with the collective cause." A leadership group that is sincere, open, and good at listening to various opinions will serve as a model for the members of the organization and help the internal unity of the staff, A relaxed and happy working atmosphere is formed. Everyone regards himself as a member of the organization and the master. Everyone is willing to work hard and conscientiously in his own position. All of them have a strong sense of collectivism. They all have an accurate position for themselves. Members are closely united, communicate smoothly, and are open and fair. They usually talk heart to heart and talk to each other to make things easier. They care about each other in life, work, and study, enhance mutual understanding, reduce misunderstandings, and avoid unnecessary contradictions and conflicts. Leaders, in particular, must put down their airs and often go deep into the staff and workers with a peaceful attitude, Make friends with the staff, listen to the voice of the staff, care about the difficulties of the staff, and do practical things and good deeds for the staff. Work together to create a harmonious, smooth and vigorous working environment.
3 Cultural influence
Culture is a kind of soft power. It exerts a subtle influence on people. As far as the highway industry is concerned, the image of the highway industry can be established by strengthening the highway culture. Highway culture is a kind of adhesive to enhance centripetal force and cohesion, is the ideological pillar of the highway industry, and is also the concentrated embodiment of the spirit of "paving stones". Its essence is "dedication, willing to be a road stone". It is the professional ethics, code of conduct, and industry spirit formed by the highway department in the practice of highway maintenance and production, and it is the concentrated expression of the values of highway workers. Highway culture is to condense the ideological awareness, ideal belief and spiritual pursuit that are potentially scattered among the staff into a unified group awareness, so that under the guidance of a unified ideology and values, highway staff will have a "sense of identity" with organizational goals, ethics, codes of conduct, values, etc. Make employees feel "pride" in their own work and "sense of belonging" to the organization through their own feelings. By advocating the dedication spirit of "loving the road, dedicated to work, selfless dedication, tenacious struggle, and striving for the best", every member is willing to participate in the road maintenance cause, experience fun from work, voluntarily give play to their potential, and make contributions to the organizational goals to promote the development of the road cause.
4 Provide employees with opportunities for further education
As the saying goes, "One year's plan is like a valley of trees, ten years' plan is like trees, and a hundred years' plan is like cultivating people." A strong, dedicated and hardworking team is indispensable for the development of an organization. Before becoming a qualified member of the team, we should strengthen continuous training, and the training of love and dedication should be put first. A person has the ability to do something, which is different from doing it with heart. People who are lazy and lack of passion may not be able to do a good job even if they have outstanding talent. Only those who are diligent, hardworking and loyal will finally achieve good results. The team spirit depends on the staff's conscious demand for progress and strive to keep up with the best staff in the team. First of all, we should strengthen the training of employees to enable them to establish the concept of continuous learning. Through learning, the system can comprehensively master the professional knowledge, writing ability, comprehensive analysis ability, organization and coordination ability of its own work. And listen to the correct opinions and suggestions from all sides. At the same time, the spirit of dedication can not be ignored, which is highlighted in a word of "diligence", that is, a strong sense of enterprise, love their own work, and actively work hard; Strong sense of responsibility, conscientious and responsible for work, brave to take responsibility; Be strict in discipline, abide by enterprise rules and disciplines, and be strict with yourself at all times. Effective training can improve the learning ability, knowledge structure and working skills of employees, constantly adapt to the needs of the post, and thus improve themselves. Effective training should not be a headache or a foot sore. Instead, it should explore the core technical needs of the unit, have a strategic vision for the development of the unit and the demand for human resources, and improve the training and reserve of talents for the needs of the unit.
5 Give full play to the incentive role
Chapter 7: Experience of team strength
Key words: teaching team; Target location; Higher Vocational Mental Health Education
CLC No.: g712 Document code: a Article No.: 1002-2589 (2013) 30-0310-02
Since 2007, the Ministry of Education and the Ministry of Finance have issued rules and regulations on how to carry out undergraduate teaching quality in colleges and universities, and clearly pointed out that we should focus on building a number of high-quality teaching staff. The teaching activity of mental health education in higher vocational colleges is one of the most important contents. How to position the goal of the teaching activity of mental health education and how to carry out relevant teaching activities can not be ignored for the role of the whole higher education.
1、 Connotation of teaching in higher vocational colleges
Teaching should first serve students. How to improve the teaching level of teachers who directly participate in the front-line teaching team has become the focus of teaching reform in higher vocational colleges. The author believes that higher vocational education should have the following characteristics.
（1） Firmly implement the reform objectives
In the process of reform, only by clarifying the goal of reform from the beginning can the whole team unswervingly implement this goal in the process of reform. Individuals in the same teaching team must keep consistent with the interests and goals of the whole team. Only when the goals are consistent can the strength of unity be fully reflected and the pace of reform be effectively promoted.
（2） Stimulate the team members' self-improvement with excellent leaders
In order to optimize the organizational structure, higher vocational schools should strictly plan the teaching staff echelon on the basis of age and professional knowledge level in the process of reform, realize skill complementarity between different employees in actual work, and ensure that the skill level of all employees is improved in the complementary procedures. And an excellent leader in all teams can effectively improve the working efficiency of the whole team.
（3） Promote cooperation between different teaching teams in running schools
In the teaching of the students' mental health education team, since the teaching staff are mainly composed of part-time teachers, it is necessary to strengthen cross field cooperation to complete teaching work efficiently. In the mental health education of higher vocational schools, teachers should first complete the established teaching tasks with high quality, and then complete the modular learning of the whole course. In some classes, they can continue to complete the mental health education of students and conduct group counseling and teaching for students. Therefore, in such teaching activities, the definition of a class has been greatly expanded, and it is also very common for teachers of multiple majors to appear in a class. Teachers of different majors are assigned to complete the teaching work without distinction in order to maximize the teaching quality [1].
（4） Teaching should face the society, serve the society and benefit the society
In college teaching, the mental health education team should organically combine with other teams to carry out teaching activities. Set up a student psychological assistance center to bring new concepts such as psychological measurement into students' daily study and life. Regularly carry out training and consultation, and provide high-quality psychological counseling services to the teaching staff and students of the school. In order to effectively improve the quality of teaching work, it is necessary for teachers to relieve various psychological and physiological pressures they encounter in their work and enable them to engage in daily teaching activities under the conditions of physical and mental comfort. In addition, the school can also carry out cooperation with enterprises outside the school. Because the enterprise has more experience in cultivating staff's cohesion, professional quality, communication ability and other aspects, it can provide relevant training for teaching staff.
2、 The Goal Orientation of the Teaching Team of Mental Health Education in Higher Vocational Colleges
（1） Reform cannot be separated from higher vocational education itself
Because the teaching staff of higher vocational colleges are mainly to cultivate targeted talents in line with social production and construction, and they should have proprietary skills in related industries. Under such a professional background, the teaching team of mental health education should focus on improving the teaching quality of the teaching team and the degree of openness to the society [2]. In the process of reform, we should constantly update teaching ideas, further deepen the reform process, and naturally infiltrate all aspects of mental health education in daily teaching activities. Students should be able to find teachers to help them solve all kinds of problems encountered in their study and life, so as to cultivate all-round talents who can better adapt to social psychological health, and to effectively improve the competitiveness of vocational students in the market after graduation.
（2） Improve the quality of interdisciplinary and interdepartmental teaching teams
In the teaching system of higher vocational colleges in China, there is usually a team of one to three teachers who specialize in guiding students' mental health. Due to the small number of team members and lack of professionalism, it is difficult to complete a large number of psychological counseling work in daily teaching work. The introduction of a large number of part-time teachers in the teaching team of mental health education has advantages that other professional teams do not have. Gather the originally scattered members for management, and make up for the lack of knowledge system with a tight organizational structure. By building a reasonable selection system to retain outstanding talents, and select the best
Key person in charge. Only through such means can we further improve the quality of interdisciplinary and cross departmental teaching teams and form high-quality teaching teams with leaders as the main body.
（3） Further enhance the influence of mental health education teaching team in the student population
A high-quality psychological education team can play a very important role in improving the teaching quality of teachers and the quality of talents. When the team has achieved considerable results in the teaching of various high-quality courses, it should take this as the center to promote the achievements of the teaching construction project to all aspects, carry out the comparison of teaching work among many brother colleges, and further strengthen the strength of teaching reform in higher vocational colleges. Regular lectures, education and other psychological training activities for teachers and staff can effectively enhance the influence of the teaching team.
3、 Strategies for the Construction of Teaching Team of Mental Health Education in Higher Vocational Colleges
（1） Formulate clear team building goals and build common aspirations of teaching teams
When setting up the relevant teaching guidance team, first of all, we should make clear what its own goal is, that is, before setting up, we should have a clear plan to make reliable guarantee for the subsequent construction process, and then we should actively do a good job in other auxiliary goals besides the construction goal, Try to make all the supporting work contents conform to the teaching and education planning of secondary and higher vocational colleges. After completing the hardware planning goal of team building, it is to train and guide the relevant personnel in the teaching team. As an organized and disciplined educational team, the work enthusiasm and group awareness of its staff are the top priorities for the development of the team. Only when team members cooperate with each other and help each other can the whole educational group have hope for development, and when the group has hope for development, everyone's interests and rights will be guaranteed [3].
（2） Establish a team management model and operating mechanism system with clear division of labor. The development of any team and organization can not be separated from the school's management model and strict management mechanism. Only by strict management and scientific planning of all members of the team can the teaching quality of the whole team be guaranteed. For team building, this is a long and complicated process. When managing such teaching teams, more attention should be paid to the management of staffing and requirements, and some problems that are easy to occur in the team should also be solved in real time. When dealing with work, the assignment and arrangement of all work tasks should be carried out with clear responsibilities and division of labor [1]. In this way, even if there are work contradictions within the team, the responsible person can be found in the shortest time, and the problem can be solved in a timely manner, so that the teaching progress of the whole team can maintain normal progress. In terms of work plan, all staff engaged in teaching plan should make a phased plan for their teaching tasks, and make a reasonable assessment of previous related work on a regular basis, so as to learn from experience and lessons as well as accumulate experience for future teaching work. However, while cultivating the overall enthusiasm and cooperation of the team, we should also pay attention to the cultivation of the personal character of each member of the team at the right time. We should do a good job of comforting employees when we work at ordinary times, so that employees can have a happy working environment.
（3） Establish a team of scientific research instructors to let teaching promote scientific research and scientific research drive teaching
Scientific research is the source of education and teaching, and teaching is the power of scientific research. The joint cooperation of scientific research and teaching can not only promote the progress of scientific research, but also ensure the teaching quality of the teaching team for a long time. Therefore, as a teaching institution with the purpose of spreading knowledge, we should start from education itself, vigorously encourage teaching staff to explore their own enthusiasm, let every teaching worker explore and improve their teaching work, and make their teaching quality continuously improve. As a teaching team in higher vocational colleges, for classroom teaching, it is always the goal that the whole team has been working hard for. No matter what type of higher vocational colleges, as long as the quality of classroom teaching is improved, the overall teaching quality of the whole teaching team will not have problems. With new ideas, new ideas and new actions, only by constantly seeking innovation and breakthrough in higher vocational education can the teaching task of the teaching team be improved.
（4） Carry out teacher training in schools and strive to improve the number and quality of part-time teachers
1. On the premise of having a targeted understanding of the teaching progress of the whole teaching team, let the teaching staff engaged in teaching tasks carry out academic research courses of research and training in a timely manner to ensure that everyone's teaching plan will not deviate.
2. When appropriate, we can also carry out some selection activities for high-quality courses and reward outstanding teachers, so as to increase the enthusiasm of teaching staff.
3. Actively comply with the market demand of today's society, and reform the teaching plan to ensure that the teaching results will not be divorced from the society.
（5） Strengthen the real-time supervision and overall assessment of the teaching team
1. Timely establish a sound and reasonable teaching progress feedback system. In ordinary teaching, we need to feedback the current teaching tasks in real time, so that the whole team can understand the teaching tasks and progress, and solve and deal with the problems that are easy to occur in a timely manner.
2. Establish a sound lesson preparation and lecture system. On the premise of ensuring the consistent teaching progress of the entire teaching team, arrange teaching staff to carry out academic exchanges among peers in a planned way to achieve resource sharing.
3. Of course, for the teaching staff involved in the teaching work, academic training and education should also be carried out in a timely manner to ensure that the knowledge reserves of teaching staff can meet the daily teaching tasks.
4. The editor shall formulate a unified and perfect teaching program, and make all teaching workers follow the program to ensure that on the premise of completing the teaching tasks specified by the team perfectly, they can carry out some expanding teaching work to a limited extent, so that students can harvest richer teaching content than expected.
5. Establish a phased summary system, so that each teaching worker can make a real-time summary of their previous teaching progress after each teaching stage, learn from experience and lessons, and pave the way for future teaching.
reference:
[1] Lan Qiongli, Wang Yongjian, Xiong Shaoqing, et al. Research on Constructing the Curriculum System of Mental Health Education in Higher Vocational Colleges [j]. Guangxi Social Sciences, 2012, (4): 175-177
[2] Zhang Xiaohuang. Problems and Countermeasures of Psychological Health Education for Vocational College Students [j]. Guangxi Social Sciences, 2010, (1): 157-160
Chapter 8: Experience of team strength
Abstr: The characteristics of team work are important input variables in the team effectiveness model and the contributing factors of team performance differences. The relevant theoretical basis of job characteristics at the individual and team levels shows that team job characteristics include seven core elements: skill diversity, job identity, job importance, feedback, autonomy, job interdependence, and job complexity. On this basis, it introduces the research on the correlation effect of homework characteristics at the individual and team levels; The measurement of team work characteristics model, the mechanism of work characteristics, and the in-depth study of work characteristics can be the focus of future research.
With the rapid development of the world economy and the increasing globalization, the continuous progress of technology, and the increasing complexity of operations, work teams (hereinafter referred to as teams) have replaced individuals as the basic structural unit of work organizations. This change in work organization has attracted the attention of researchers. Since the 1990s, team research has gradually become a hot topic in industrial organizational psychology and organizational behavior. Many researchers have conducted a lot of research on team effectiveness, and put forward many IPO (Input Process Output) effectiveness models. Task characteristics refer to specific attributes or dimensions used to describe different jobs. In many IPO models, job characteristics are one of the important input variables; It is the contribution factor of team performance difference and one of the important related factors of team classification. Although it plays such an important role, there is still a lack of widely accepted operating characteristics system in relevant research fields.
1 Contents of operation characteristics
Turner and Lawrence put forward six required task attributes based on previous literature: variety, autonomy, required interaction, optional interaction, knowledge and skill required, responsibility; However, there is a high correlation between the measurement scores of the six attributes in 47 different positions. Hackman and Lawler further proposed that the characteristics of work (work) include four core dimensions: diversity, autonomy, task identity and feedback; This study provides a solid foundation for the framework of job design based on expectation theory. On this basis, Hackman and Oldman developed the Job Diagnostic Survey (JDS), which includes five core work dimensions: skill variety, job identity, task significance, autonomy, and feedback; Among them, skill diversity refers to the degree of demand for various activities in actual work, including employees' skills and abilities; Job identity refers to the degree to which a job needs to be completed "as a whole" or "individually", that is, whether it needs to be completed from beginning to end; The meaning of work refers to the actual impact of work on the life or work of others; Autonomy refers to the freedom and independence of employees in work arrangement, program selection, etc. in the process of completing work; Feedback refers to the extent to which employees need information about operation guidance or operation effectiveness in the process of completing work; The first three elements reflect the meaning experience of work, autonomy reflects the responsibility experience of work output, and feedback reflects the actual results of homework activities. The scale has become the most widely used tool in job feature perception measurement. Kigundu pointed out that task interdependency was ignored by the work diagnosis scale. On the basis of previous literature, he pointed out that task interdependency should also be a core dimension of job characteristics; And operational interdependence can be divided into active task interdependence and passive task interdependence; Based on the work design theory of Hackman and Oldman, it is further pointed out that active work interdependence will improve the responsibility of the employees, thereby improving job satisfaction, output and other outcome variables, while passive interdependence has the opposite effect.
Although the measurement of the above work characteristics is limited to the individual level, the core elements are also applicable to the measurement of team work characteristics. In addition, Galbraith proposed three dimensions in his classification of jobs based on information processing theory: task complexity, job interdependence, and environment uncertainty; The team will be effective only if it has the information processing ability that matches the job requirements in these three core dimensions. Dickinson defines the job structure as three elements: job complexity, job interdependence, and job coordination. He hypothetically points out that an effective communication model depends on the three elements of the job structure. When the job has the characteristics of high complexity, high interdependence, and decentralized job structure, the communication network must be well constructed. Wood has further developed the concept of job complexity and believes that job complexity is a description of the relationship between job inputs, which will affect the demand of jobs for operators' knowledge, skills and resources, and thus become one of the key factors determining the level of performance. At the team level, interdependence is an important feature that distinguishes a team from a collection of individuals or small groups. Operational interdependence is a type of team interdependence, which has received extensive attention from researchers in terms of its measurement and team effectiveness.
According to the above research or theory, the characteristics of homework mainly include seven core elements: skill diversity, job identity, job importance, feedback, autonomy, job interdependence, and job complexity. The environmental uncertainty can be seen more as the characteristics of the surrounding environment of the work than the operational characteristics of the work; Work coordination is more inclined to regenerate a job demand attribute based on the above mentioned job characteristics than a feature that can be designed and operated at the job site, so it should not be included in the core elements of job characteristics.
2 Research on the effect of job characteristics
Since many researchers believe that the measurement of job characteristics at the individual level can be applied to teams, it is reasonable to think that some research conclusions of job characteristics at the individual level can also be applied to teams, or at least can provide a theoretical hypothesis basis for team level research. Therefore, this part includes the research on the relationship between job characteristics at the individual level and performance and other constructs; In addition, it also includes the research on the relationship between some dimensions of job characteristics and team performance, satisfaction, collaborative behavior and other constructs at the team level.
2.1 Operation significance
According to Hackman and Oldham's theory of job characteristics, job meaning includes skill diversity, job identity, and job importance; When the team tasks are meaningful, the team will perform better. Batt and Appelbaum pointed out that job identity and importance had a strong predictive effect on job satisfaction and organizational commitment in subjects with three different occupational backgrounds. Fried and FerNs pointed out in their meta-analysis of job feature model that there is a strong correlation between job diversity and intrinsic motivation of work; There is a significant correlation between job identity and job performance. Thakor and Joshi found in their research on motivating salespeople to be customer-oriented that the work meaning experienced by salespeople has a significant impact on their customer-oriented behavior, that is, the more meaningful the work experience, the stronger their motivation to participate in customer-oriented behavior. These research results based on individual level show that improving the meaning of homework can indeed improve individual output. In addition, Campion et al. pointed out in their research on team characteristics and effectiveness that job diversity can predict team output and team success evaluated by the superior
Self assessed satisfaction of employees and team performance at the company level; The importance of work can predict team satisfaction and company level team performance evaluated by team members and superiors. This is the only research at the team level, and there is still a lack of research on the mechanism of work characteristics; More systematic research is needed in the future to further clarify and understand the relationship between team level operational meaning and performance.
2.2 Operation autonomy
In the job feature model, job autonomy refers to the freedom and independence of employees in terms of work arrangement, program selection, etc. in the process of completing work; Improving employee autonomy can produce stronger work motivation, higher satisfaction and performance levels. Based on the motivation effect hypothesis of work autonomy in the work characteristics model, researchers have carried out a number of studies. Loher et al. pointed out that there was a significant correlation between job autonomy and job satisfaction based on the meta analysis of 28 studies on the relationship between job characteristics and job satisfaction. On the basis of meta-analysis of the relationship between job autonomy and performance, Spector points out that there is a moderate correlation between them (r=0.26): this may be because the job feature theory contains several different job features, so its specificity is limited. Deci and Ryall, on the basis of reviewing previous studies, pointed out that improving autonomy is conducive to improving internal motivation, work interest, innovation, cognitive flexibility, and conscious learning ability; Stimulate good emotional state and self-efficacy; Promote trust, behavior change and physical and mental health; It can reduce pressure and tension. In addition to motivation mechanism, job autonomy also affects performance through information mechanism (information asymmetry between employees and superiors) and structural mechanism (adaptation to job structure or organizational structure). In short, at the individual level, job autonomy can promote job output.
Work autonomy is also concerned at the team level. Research at the team level mainly focuses on team autonomy, or collective autonomy. Some research is also called empowerment, which refers to the control and discretion of a team in the process of performing organizational tasks. High team autonomy can improve team output, performance level, innovation, job satisfaction, reduce turnover rate and accident rate. Team autonomy can not only improve internal motivation, but also improve team performance by promoting local adaptation and information sharing among team members; And influence team collaboration behavior and process by promoting interaction among team members. Team autonomy and individual level work autonomy are two different constructs. The former is not the average of individual level work autonomy at the team level, but a team level construct, which has no meaning at the individual level.
Although there have been many studies on individual level work autonomy and team autonomy, team research often ignores that autonomy can exist at both the team level and the individual level; That is to say, there is a lack of attention to individual autonomy and the interaction between individual autonomy and team autonomy in team research. Langfred pointed out in his research on teams in government service departments and the military that team autonomy and individual autonomy affect team effectiveness through team cohesion. Team autonomy promotes team cohesion, while individual autonomy reduces team cohesion. This may be because high individual autonomy reduces the level of interaction between team members. Van Mierlo et al. used structural equation model to study that team autonomy affects learning motivation and mental fatigue through individual autonomy, job diversity, workload, and quality of social relations; There is a positive correlation between individual autonomy and team autonomy; This research is based on the individual level analysis of team members. Langfred pointed out in his research on the relationship between autonomy and team performance that the interaction between individual autonomy and team autonomy affects team performance. High individual autonomy and low team autonomy or low individual autonomy and high team autonomy lead to higher team performance; And job interdependence has a moderating effect.
2.3 Operation interdependence
Job interdependence refers to the degree of interaction required between individuals to complete job tasks in the workflow. The researchers of organization theory regard operational interdependence as the product of technical requirements and the inherent characteristics of operations; Social psychology researchers believe that it is the "cooperation demand" of individuals when performing tasks, and it is a behavioral feature. Wageman pointed out that although job interdependence is a feature of job structure, jobs can be designed to execute at different levels of interdependence; That is to say, the resources and instructions related to defining the job limit the level of interdependence, which will also affect the interaction of team members during the execution of the job; Task interdependence can improve the level of work motivation, and can improve team effectiveness through team members' sense of responsibility for others' work or the value of compensation for team task completion.
Campion et al. pointed out that work interdependence at the team level is positively related to team work performance as evaluated by members. Wageman pointed out in his research on interdependence and team effectiveness that teams with high operational interdependence have stronger cooperation norms, higher team process quality and team satisfaction. Wageman and Baker pointed out in their research on the impact of job interdependence and salary interdependence on team performance that there is a significant interaction between job and salary interdependence, that is, at the level of medium and high job interdependence, when salary interdependence and job interdependence match, the team has a higher performance level; At the low level of job interdependence, the team has a higher level of performance only when it has a medium to high level of salary interdependence; Task interdependence has a significant impact on team cooperation behavior. Van der Vegt et al. found in their research on project teams that operational interdependence itself had no impact on team effectiveness, while under the condition of high interdependence, team effectiveness would be reduced if the positive outcome interdependence was reduced or the negative outcome interdependence was improved; In the research on the relationship between interdependence and team satisfaction, it is pointed out that team level job interdependence is positively correlated with team satisfaction, and the difference in intra team job interdependence has no significant impact on the emotional response of members. Van der Vegt and Janssen pointed out in the study of interdependence and team diversity on innovation behavior that in homogeneous teams, the perceived operational interdependence of individuals has no significant impact on innovation behavior; In heterogeneous teams, under the condition of high goal interdependence, operational interdependence has a significant impact on innovation behavior. Allen et al. pointed out in the laboratory simulation study that the improvement of job interdependence will reduce the positive impact of high-level help behavior on team performance. Rico et al. pointed out that task interdependence and communication have synchronous interaction on the impact of team performance, that is, the performance level of virtual teams is the highest in industries with low task interdependence and asynchronous communication, or in industries with high task interdependence and synchronous communication among members.
In addition, job interdependence describes the relationship among team members; It affects the interaction among team members, the coordination needs among team members, and the potential social and psychological processes in team operation. Rousseau et al. concluded that in teams with low levels of interdependence, team members do not need to conduct a lot of interaction to integrate their efforts; In a team with a high level of interdependence, team members need to work closely together to complete the task; A high level of operational interdependence can improve the effectiveness of team collaboration behavior, thereby improving team performance. However, there is still a lack of quantitative and systematic research in this area.
2.4 Operation complexity
The complexity of homework is one of the important characteristics of homework, which describes the relationship between homework inputs and affects individual performance through its requirements for knowledge, skills and resources of individual gymnasts. Wood defined complexity as: component complexity, which is a linear function of the number of actions to be performed and the cue to be processed; Coordination complexity, the essential relationship between job input and job output, the form and intensity of the relationship between information prompt, action and output, and the input sequence are all elements of coordination complexity; Dynamic complexity,
In the process of operation, individuals need to adapt to changes frequently; The case study shows that the change of complexity can change the knowledge, skills and effort requirements required for successful job performance, which depend on three types of complexity. The inference points out that there is a linear curve relationship between the three types of complexity and performance. Campbell's review points out that job complexity is a psychological experience, the interaction between job characteristics and individual characteristics, and the function of objective job characteristics; There are at least three areas of research: information processing and decision-making, work and work design, and goal setting. Wood et al. pointed out on the basis of meta-analysis that task complexity is a moderator of the relationship between goal setting and performance. For simple tasks, goal setting has the strongest performance effect, while for more complex tasks, its effect is reduced. Vanviifijken et al. summarized that when the complexity of operations is low, the ideal performance level can be achieved through unremitting efforts; When the task complexity is at a high level, strategy development is the main mechanism for obtaining ideal performance.
Harvey defined team task complexity as three basic characteristics on the basis of previous complexity studies: task scope, task structure, and task uncertainty; The operation range refers to the width and interval distribution of the operation, and is a function of sub operation, output, required information, output characteristics, and output competition objectives; Activity structure refers to the definition of the sequence and relationship between sub operations; Operation uncertainty refers to the predictability of the operation or the degree of assurance of its completion. Team collaboration behavior is affected by the complexity of work, especially the extent and structure of work, which will affect the effect of team collaboration behavior. Rousseau et al. summarized that when the scope of work is at a high level, work includes several work activities that require different competencies, so different cooperation behaviors are required in the completion of work; However, under the condition of low level operation range, the operation contains few interrelated sub operations, which can be completed only by individual cooperative behaviors. Man and Lam concluded that complex operations have the characteristics of ambiguous definition, high difficulty and poor structure, so a higher level of cooperation and collaboration among team members is required in the implementation of operations; For simple tasks, members only need to follow the standard procedures without more discussion. Rousseau et al. pointed out that for highly structured tasks, team members are very clear about when and what to do, so team collaboration behavior at this time, especially in the preparation and evaluation stages, has little effect on promoting team performance.
According to the relevant studies on the above task characteristic variables at the individual level and team level, there are relatively many studies on the meaning and complexity of tasks at the individual level. As an independent construct at the team level, task interdependence has received sufficient attention. In terms of research content, it includes both the relationship between task interdependence and outcome variables, and the interaction between task interdependence and other constructs on outcome variables. In terms of research methods, it includes both laboratory simulation experimental research and empirical research on questionnaire implementation; However, at the team level, researchers did not distinguish the directionality of operational interdependence, that is, whether the different effects of active interdependence and passive interdependence at the individual level also exist at the team level. Job autonomy has been paid attention to to a certain extent both at the individual level and at the team level. Individual autonomy in the team has also begun to attract researchers' attention, and autonomy has a positive impact on job output; However, according to the above review, there is still a lack of research on the impact of autonomy on collaborative behavior in team related research. In addition, most of the team level research on job characteristics only involves one element of job characteristics, and lacks research on the impact of job characteristics on team process or team outcome variables as a complete construct. Posted on
3 Research prospect
Based on the previous review of the content of homework characteristics and the relationship between homework characteristics at the individual, team level and other constructs, this paper believes that the following points can be focused on in future research.
3.1 Measurement of operation characteristics at team level
The most widely used job characteristics at the individual level is the JobDiagnostic Survey (JDS) developed by Hackman and Oldman. In team level research, researchers generally rewrite the individual level items into team level descriptions, because researchers believe that the study of job characteristics at the individual level is also applicable to the team level; But so far, no scholar has verified this conclusion. In addition, the job diagnosis scale does not include the measurement of job interdependence and complexity; In other words, there is still a lack of widely accepted operating characteristic system at the team level. Therefore, it is a basic and necessary work to discuss the content and structure of work characteristics in different team types and work.
3.2 Discussion on the mechanism of antecedents of operation characteristics
Job characteristics are one of the important input variables in many IPO models, which can not only affect team output through team process, but also directly affect team output; However, most of the existing team level studies only involve one element of the task characteristics, and lack of discussion on the mechanism of action as a whole construct, which may reduce its effect in the team effectiveness model. For example, autonomy as a separate construct is only moderately related to performance. In addition, although Rousseau et al. summarized in the review of team collaboration behavior models that task complexity, interdependence, and autonomy have an impact on collaboration behavior, there is still a lack of empirical research on task characteristics, collaboration behavior, and team processes, which limits the discussion on the role mechanism of task characteristics at the team level.
3.3 Discussion on the regulation mechanism of work characteristics
Although many IPO models use job characteristics as input variables, some scholars believe that job characteristics are important moderating variables. For example, in Gladstein's IPO model, the operational characteristics are regarded as the moderating variables of process and effectiveness, and the operational characteristics in this model are defined as environmental uncertainty, interdependence and complexity; However, it is not supported by the data, and the author believes that it may be caused by the lack of significant variation in job feature operations. Allen et al. and Rico et al. pointed out that task interdependence is a moderator between backup behavior or communication and effectiveness; Wood et al. pointed out that task complexity is a moderator between goal setting and performance: these studies support Gladstein's model to some extent. In addition, team type is an important moderating variable in effectiveness research, and job characteristics are one of the important associated elements of team classification, which also supports the moderating mechanism of job characteristics. However, in addition to the above studies, the research on the regulation mechanism is still relatively lacking, so the discussion on the regulation mechanism of job characteristics also deserves special attention.
Chapter 9: Experience of team strength
Key words: team cohesion of modern newspaper printing enterprises
When Liu Shaoqi was in Anyuan Coal Mine, he once said to the workers: "One chopstick breaks when it is broken, and one chopstick breaks continuously", which is the function of cohesion and centripetal force. In this era of increasingly fierce business competition, cohesion has become an important source of enterprise competitiveness. If a team has good cohesion, it can get twice the result with half the effort. It can not only complete the tasks assigned by the organization on time and with high quality, but also has a great possibility to achieve the goal of exceeding the target; On the contrary, if we lose cohesion, we cannot complete the task, and we will lose the conditions for existence.
1、 Definition of team cohesion
Team cohesion refers to the attraction of a team to its members, the centripetal force of members to the team, and the mutual attraction between team members. Team cohesion is not only a necessary condition for maintaining the existence of a team, but also plays a very important role in playing the potential of a team.
2、 The Characteristics of High Cohesion Team and Its Characteristics in Current Newspaper Printing Enterprises
1. The communication channels within the team are unblocked and information is exchanged frequently, so that team members feel that communication is a part of their work and there should be no obstacles.
2. Team members have a strong sense of participation, and the relationship between members is harmonious. Members will not have major contradictions and feelings of depression in the team.
3. Team members have a strong sense of belonging and are proud to be part of the team. They are willing to regard themselves as a member of the team and complete tasks together with the team, and job hopping rarely happens.
4. Team members will care about and respect each other, which can establish a tacit understanding in work.
5. Team members have a strong sense of responsibility and dedication, are willing to undertake tasks in the team, and have a strong spirit of collectivism. For the newspaper and printing industry, the collectivism spirit of the team is not only reflected in completing the task on time and in quantity, but more importantly, it regards the collective assets as the highest interests, and does not disclose corporate information secrets to peers.
6. The team provides superior conditions for the growth and development of individual members and the realization of self value. Leaders, team environment and other members are willing to contribute to their own and others' development. Therefore, the members are enthusiastic and creative.
3、 Factors Influencing Team Cohesion of Modern Newspaper Printing Enterprises
From the perspective of management, a team is a community composed of employees and managers. It can effectively use the knowledge and skills of each member to work together and solve problems, so as to achieve common goals. Team cohesion is undoubtedly a necessary condition for the establishment and stable development of a team. If cohesion is lost, the team will be like a mess, which is difficult to continue and presents a low efficiency working state. Team cohesion is also an important condition to achieve team tasks.
1. Good work time planning can effectively build team cohesion
It will undoubtedly take a long time to establish a good team. However, different work cycles are set according to the age and position of team members, which is more conducive to the formation of team cohesion.
Young people have a strong personality. Everyone is energetic and ambitious. A team composed of young people is not suitable for continuous work for a long time, but rather for high intensity work with short cycles. So to manage a young team, after completing short-term work tasks, we can arrange a small holiday for them to let team members relax and relieve their pressure in work. More overtime can be arranged in their working days, so that members can make up for the working hours of the holidays, and also increase the contact time between members.
For the old employees who have worked for some years, their physical strength is not as strong as that of young people, and their strong sense of competitiveness is gradually fading. Compared with young people, they are more willing to pursue a stable and plain life. For the old team, the working attitude is stable and suitable for long-term continuous operation. For teams of this age group, it is only necessary to arrange weekends, but it is not appropriate to let members work overtime.
2. Common goals and intentions play a guiding role in fostering enterprise team cohesion
If the team goal is consistent with the individual goal, appealing and attractive, then the team members will be willing to cooperate to complete the team task, and the cohesion will be enhanced; On the contrary, if the individual goal is not related to the team goal, the individual's idea is to earn more money, and the team's goal is to gain honor, then the meeting point will be reduced, the enthusiasm will become cold, and the cohesion will be reduced accordingly.
The establishment of reasonable basic printing volume and sales volume is the guarantee of the enterprise's profit and income, and also plans the scope of the team's tasks. The set goal should be slightly lower than the average level of the actual quantity in the past, so that the team can not only complete the task on time and in quantity, but also the excess part is an inspiration to the team.
3. Team size has a noticeable impact on team cohesion
If the team size is too large, it is easy to hinder the team's communication, and the probability of disagreement will increase; The chances of contact between large-scale team members will be reduced accordingly, and the relationship will not be as smooth as that of smaller teams, which is easy to overstate people, shirk responsibilities, and procrastinate. Therefore, the size of the team should not be too large or too small. Usually, the number of team members should be between 10 and 15.
4. All dimensional communication and cooperation play a connecting role in fostering enterprise team cohesion
The ideal enterprise team should have good communication and coordination ability, and require members to demand themselves with the idea of team spirit. Be good at communication and coordination. Communication is the most direct form of enterprise team spirit. To enhance the cohesion of the enterprise team requires communication not only in management, but also in interpersonal communication, cooperation in work, and problem solving and ideological work.
The equality and two-way communication must be guaranteed. Coordination plays an indispensable role in the enterprise team spirit. When mistakes occur, they need to be discussed together through coordination, to find reasons, and to explore commonly recognized methods to solve them. Coordination is the key for enterprises to exert team cohesion.
Strengthen communication between teams. For young people, we can regularly carry out Sutuo games, KTV, etc., to enhance the tacit understanding of team members and mutual recognition among members, and encourage members' self-confidence in the team. For old employees, traditional activities such as dinner parties, sports meetings and garden parties can be organized to enhance the interest of employees' life, resolve conflicts between members in the work during the activities, and make members more active in the team.
5. Reasonable reward mechanism plays a promoting role in fostering enterprise team cohesion
Individual rewards and collective rewards have different functions: collective rewards will enhance the cohesion of the team, and make members realize that individual interests and honor are inseparable from their teams; Individual rewards may enhance the competitiveness of team members, but such a way will lead to individual consideration, which will form a bad competition within the team, and collaboration and cohesion may be weakened. Therefore, both individual rewards and collective rewards should be considered, recognizing the contribution of the team as well as individual achievements. The two should coordinate and complement each other.
The enterprise can not only reward the team with money or materials, but also hold a commendation meeting to praise the team by establishing a new model image. This way can not only encourage the praised team to continue to move forward, but also point out the direction of struggle for other teams and establish a new style of learning model. This kind of reward is especially effective for young teams with strong sense of honor.
Summary:
Team spirit plays an important role in enterprises. It can be said that, to a large extent, it determines the future of enterprises. With the continuous maturity of modern market economy, it is more important for enterprises to cultivate team cohesion, which has become an increasingly prominent key link in team building and team management. A modern newspaper printing enterprise with social reputation and good development prospects should strengthen its team cohesion and give play to team advantages to ensure the high-quality combat effectiveness of the enterprise and create higher profits for the enterprise.
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