{"id":19257,"date":"2019-07-24T17:17:12","date_gmt":"2019-07-24T14:17:12","guid":{"rendered":"https:\/\/www.ibtdi.com\/?p=19257"},"modified":"2019-07-24T05:00:18","modified_gmt":"2019-07-24T02:00:18","slug":"self-management-of-the-team","status":"publish","type":"post","link":"https:\/\/www.ibtdi.com\/en\/self-management-of-the-team\/","title":{"rendered":"Self-Managing Your Team"},"content":{"rendered":"

\"\u00d9\u0086\u00d8\u00aa\u00d9\u008a\u00d8\u00ac\u00d8\u00a9<\/p>\n

 <\/p>\n

It is a mistake to think that a manager\u2019s job is to manage people. A manager\u2019s most important and urgent responsibilities are Planning<\/a> and setting strategy, then overseeing <\/span><\/p>\n

the execution of these plans and strategies. This means a manager does not need to know or get involved in the small details of carrying out <\/span><\/p>\n

the broad guidelines they developed with the help of other managers in the organization, as long as self-managing teams have become the prevailing approach in many <\/span><\/p>\n

companies and organizations.<\/span><\/p>\n

Peter Drucker, the renowned management consultant, shares this view. He defines a manager as someone responsible for planning, execution, <\/span><\/p>\n

and monitoring. Anything beyond that falls outside their remit.<\/span><\/p>\n

.<\/p>\n

Self-management<\/strong><\/span><\/h2>\n

According to the definition above, team members have a degree of freedom in carrying out their assigned tasks, which are ultimately guided by the <\/span><\/p>\n

overall strategy set by the manager.<\/span><\/p>\n

The manager\u2019s role, then, is to focus on the true task of management: setting the strategy, then letting the team manage itself and following up <\/span><\/p>\n

Let this process run without interference, as long as it produces the results he wants. If the manager does otherwise, he will have strayed from his core mission and become <\/span><\/p>\n

a burden on the organization\u2014or like a musician playing out of tune.<\/span><\/p>\n

Now that the manager has stopped interfering with how his team members carry out their assigned tasks, he must turn his attention to something else: <\/span><\/p>\n

involving the team in his thinking and convincing them that what they do matters, makes a difference, and makes other people\u2019s lives easier.<\/span><\/p>\n

.<\/p>\n

\n

Achieving results<\/strong><\/span><\/h2>\n

A group of skilled, capable people may find it easy to achieve results. But getting them to work together and perform their roles in harmony with <\/span><\/p>\n

one another and with the organization\u2019s overall strategy is what matters most. This task\u2014creating harmony within the team\u2014is among <\/span><\/p>\n

One of the manager\u2019s key responsibilities\u2014and what will lead to great achievements.<\/span><\/p>\n

Another equally important point is that a team cannot succeed if any member acts in their own self-interest. Team dynamics require everyone to <\/span><\/p>\n

play the same symphony and sing from the same hymn sheet, each in their own way, but not for their own personal gain.<\/span><\/p>\n

We now understand that team self-management means allowing each member to Team<\/a> complete their own tasks in whatever way they prefer, provided that <\/span><\/p>\n

it helps the team grow and the organization move forward.<\/span><\/p>\n

This management approach focuses solely on results. How the work gets done isn\u2019t important here; what matters is<\/span><\/p>\n

the end result of one approach or another.<\/span><\/p>\n

.<\/p>\n

\n

\u0623\u0647\u062f\u0627\u0641 \u0648\u0627\u0642\u0639\u064a\u0629<\/strong><\/span><\/h2>\n

If, as a manager, you want to accomplish something or make your mark on the world, you need to set realistic goals for yourself and your team\u2014not modest ones, but not <\/span><\/p>\n

unrealistic ones either. They should simply be achievable\u2014within the reach of a group of skilled, capable people. If your goals and strategies are fanciful, they will <\/span><\/p>\n

only frustrate the team. And if they\u2019re too modest, the team won\u2019t matter and its skills will have no value; any group of fools could <\/span><\/p>\n

\u062a\u062d\u0642\u064a\u0642 \u0623\u0647\u062f\u0627\u0641\u0643.<\/span><\/p>\n

In this situation, the manager must strike a balance between two things: the team\u2019s actual abilities and skills\u2014what they can do\u2014and senior management\u2019s expectations. In other words, it is essential to <\/span><\/p>\n

Managers should work in the middle ground that satisfies everyone\u2014what the phrase \u201crealistic goals\u201d is all about.<\/span><\/p>","protected":false},"excerpt":{"rendered":"

  \u064a\u062e\u0637\u0626 \u0645\u0646 \u064a\u0638\u0646 \u0623\u0646 \u0645\u0647\u0645\u0629 \u0627\u0644\u0645\u062f\u064a\u0631 \u0647\u064a \u0625\u062f\u0627\u0631\u0629 \u0627\u0644\u0623\u0634\u062e\u0627\u0635\u060c \u0641\u0623\u0643\u062b\u0631 \u0645\u0647\u0627\u0645 \u0627\u0644\u0645\u062f\u0631\u0627\u0621 \u0623\u0647\u0645\u064a\u0629 \u0648\u0625\u0644\u062d\u0627\u062d\u064b\u0627 \u0641\u064a \u0646\u0641\u0633 \u0627\u0644\u0648\u0642\u062a \u0647\u064a \u0627\u0644\u062a\u062e\u0637\u064a\u0637 \u0648\u0648\u0636\u0639 \u0627\u0644\u0627\u0633\u062a\u0631\u0627\u062a\u064a\u062c\u064a\u0629\u060c \u062b\u0645 \u0645\u062a\u0627\u0628\u0639\u0629 \u0639\u0645\u0644\u064a\u0629 \u0627\u0644\u062a\u0646\u0641\u064a\u0630 [\u2026]<\/span><\/p>\n","protected":false},"author":3,"featured_media":19258,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_ibtdi_aa_focus_keyword":"","_ibtdi_aa_secondary_keywords":"","_ibtdi_aa_audience":"","_ibtdi_aa_tone":"","_ibtdi_aa_summary":"","_ibtdi_aa_reviewer_name":"","_ibtdi_aa_reviewer_bio":"","_ibtdi_aa_reviewer_url":"","_ibtdi_aa_reviewed_date":"","_ibtdi_aa_service_id":"","_ibtdi_aa_related_ids":"","_ibtdi_aa_human_reviewed":"","_ibtdi_aa_disable":"","_ibtdi_aa_disable_links":"","_ibtdi_aa_sources":"","_ibtdi_aa_update_notes":"","footnotes":""},"categories":[491],"tags":[19265,19267,19266,2857,19268],"class_list":["post-19257","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-491","tag-19265","tag-19267","tag-19266","tag-2857","tag-19268"],"_links":{"self":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/posts\/19257","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/comments?post=19257"}],"version-history":[{"count":0,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/posts\/19257\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/media\/19258"}],"wp:attachment":[{"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/media?parent=19257"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/categories?post=19257"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.ibtdi.com\/en\/wp-json\/wp\/v2\/tags?post=19257"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}