First: From the perspective of system. Organizations need to carefully analyze the key behaviors and elements of mobilizing enthusiasm and forming cohesion in combination with the work nature of each motivated post or team, and conduct assessment and evaluation from the perspective of the team, so that everyone can complete some work together with a sense of accomplishment, which will enable everyone to form team consciousness and * * * knowledge in profit sharing and responsibility commitment. ?

Good internal management of the group is a solid foundation to ensure organizational cohesion. In terms of leadership style, we should adopt a more democratic leadership style, consult each other in team decision-making, and strive to reflect public opinion to the maximum extent, so that members can be more friendly, have more positive feelings, have more active thoughts and have stronger cohesion.

There should be enough communication time, suitable space or channels and good communication atmosphere within the team. Formulate effective rules and behavior patterns recognized and generally accepted by team members. ?

Second: cultural perspective. Cultural perspective mainly refers to the morale and atmosphere of the organization. In an organization, there must be rules for members to communicate with each other, cadres to set an example, and a culture to promote organizational cohesion. The top level is generally the founder of culture, the middle level is the executor and disseminator of culture, and the grassroots level is the creator of cultural atmosphere. Therefore, in some common rules, team-oriented cultural activities should be established to form lasting rules and atmosphere for cohesive team culture. ?

According to the different needs of members, reasonable and appropriate application of incentive methods can enhance team cohesion; Carry out more active team competition activities and enhance team cohesion by participating in the competition; Conduct some team development training to make members realize the importance of team and team cohesion in team activities. Enterprises can refer to some successful team activities to enhance cohesion and create their own cultural atmosphere in collective activities. ?

Third: the angle of leadership emotion. The most important thing is that leaders should exert their personal charm and intervene in time when the organizational cohesion is not strong to avoid weakening the organizational atmosphere and morale. ?

History has proved that an excellent and charismatic leader is a necessary prerequisite for the success of an organization. Talents attracted by leaders through their own charm are the foundation for the establishment and stable development of organizations. An excellent leader should be able to sort out the synergy between different departments within the whole organization, give full play to the core attraction, and let all departments do their best.

Leaders should mainly rely on their own personality charm when establishing organizational cohesion. As an employee or a department, it is not necessary for everyone to like it, but as a leader, we must first convince every employee and department. Team leaders should first analyze the mood of the organization and intervene in time when the organizational cohesion is not strong to avoid weakening the organizational atmosphere and morale. Generally speaking, proper democratic management can ensure the cohesion of organization members.

However, when faced with critical choices, leaders often need to make decisive or even seemingly autocratic decisions, and establishing authority is also an option to improve their charm. As leaders, we should keep a good distance from our employees. Too close to the people, employees have no execution of orders; Too autocratic, the organization lacks cohesion. ?

The charisma of leaders is immeasurable for the role of the team, and excellent leaders can closely connect the members of the organization with themselves. This is especially important for teams with difficulties.

Extended data:

The formation of team cohesion has both internal and external factors. Internal factors come from members and the team itself, and external factors come from environmental pressure. Team cohesion can be a process in which team members' understanding and reaction to the situation tend to be consistent, or it can be a process in which members echo other people's behavior, or members * * * share a specific value. The main connotation of this kind of values is to follow four basic principles:

First, agree with the principle of * * * interests and discuss the interests of the team with you. Faced with the realistic income contrast in society, it is easy for everyone to form a consensus with the same interests. Considering the internal quality of tax personnel, this recognition will automatically be transformed into a conscious action to safeguard the overall situation. Comrades whose personal interests temporarily do not completely coincide with the fundamental interests of the collective should be given the opportunity to choose.

The second is to discuss the principle of fairness in exchanging contributions for remuneration. The friction, struggle and comparison left over from the planned economy era should go with that era. Everyone can accept that colleagues have different incomes, as long as the differences are generally reasonable. Abnormal reward/contribution curve is a cancer that destroys cohesion, so we should pay attention to prevention and correct it in time.

The third is to put an end to the principle of justice that harms the overall interests. No cliques, no favoritism, everyone is equal before labor discipline. It is forbidden to use public resources, occupy working hours and engage in personal business. This phenomenon especially affects the enthusiasm of colleagues, especially the image and prestige of the team, especially the collective image, which is immediately toxic to cohesion.

The fourth is to emphasize the incentive principle of development goals. A team should have * * * consistent development goals, whether there are * * * consistent goals, and the difference between * * * and goals directly affects the ethos, spirit and cohesion of the team. * * * The same goal should be achieved through personal goals, and personal goals should focus on personal development.

The future vision and possible direction of a team should always be discussed and argued with team members, so that they can design themselves under the subconscious control. Individual members value the future and opportunities to create it. We should encourage them to pursue this realm and respect and cherish their entrepreneurial passion.

References:

Baidu encyclopedia-team cohesion