Exercise position sense_x000D_

Everyone in the company knows that Vice President Zhang's complaints about compensation are getting bigger and bigger. Yonggu Company is a private construction company, and Deputy Zhang is always the deputy general manager in charge of the market. Before joining Yonggu Company, Vice President Zhang worked in another construction company and has accumulated considerable industry experience and a good reputation. It should be said that the development of Yonggu Company is inseparable from the contribution of Vice President Zhang and the interpersonal relationship in the industry. However, although the company's business is booming, Zhang's remuneration has not grown at a corresponding rate, which makes him increasingly feel unbalanced. With the encouragement of his subordinates, Vice President Zhang decided to be the boss himself.

A situation similar to that of Vice President Zhang has become a common phenomenon in China's private enterprises. Many professional managers have started their own journey as entrepreneurs under the persuasion of their achievements and others. Unfortunately, many of these journeys do not result in success. As a result, many professional managers have this feeling: It turns out that professional managers and bosses are really different.

The author summarizes this phenomenon as: confusion of position. Positional sense is a sports term. Innovation management master Clayton Christensen and other three authors wrote in the book "The Evolution of Industry Value Chains and Profit Models" that when playing football, strikers need a keen sense of smell and accurately expect the ball to arrive. Which place, and then run to the corresponding position, this is called the sense of position. Zhu Guanghu, the head coach of China's national men's soccer team, has always believed that the problem with Chinese players is not their physical fitness, but their sense of position. The author believes that positional sense is a habit, an implicit skill that integrates judgment, responsibility, coping methods, etc.

While this term from the world of sports has not yet been embraced by businesses, the reality is that a lot of the problems with businesses and the various solutions we're trying to take revolve around a sense of place. For example, job analysis has been very active in the field of human resource management in recent years.

Job analysis is a fundamental management activity that provides a comprehensive understanding of a job and extracts comprehensive information about the job. The usual reason for job analysis is that after the expansion of the organization, there is an unclear division of labor within the organization, which leads to the phenomenon of pushing each other and wrangling in the work. Therefore, the company decided to use the management tool of job analysis to redefine job responsibilities, so as to solve the problem of unclear responsibilities at work.

However, a survey of companies that have done consulting projects shows that the job descriptions they have exchanged for many consulting fees are still ineffective, or even put on the shelf, and people are still working according to their past habits. The organization's problems weren't solved, and of course, the organization wasn't made worse by it.

Thinking back, why was the start-up company able to grow so fast and perform so well? That's because people are able to recognize where they are and are passionately committed to it. They actively think about how this position should behave and how this position relates to other positions. They are like a good team, with strikers, midfielders and defenders working in harmony. They don't want a clear division of labor, they are seamless.

However, with the expansion of the organization, the management scope of the employees has also changed, they may not be able to adapt to the new job, they can not find the old feeling, it is like putting a tall basketball player on the On a football field several times larger than a basketball court, he didn't feel it, and he didn't know where to run. The job responsibilities and job boundaries described by the job analysis are additive, and employees cannot find a sense of place based on it.

In fact, the key issue for enterprises at this time is communication, the communication between superiors and subordinates and colleagues! Because the size of the organization limits the communication of employees, the problem of cooperation at work occurs. The purpose of communication is precisely to establish a sense of place in each other. So forget job responsibilities and qualifications, and forget about competency models, they just complicate things more and more. In fact, it is very simple, as long as the changes in the organization are told to employees, and let them experience how this change will affect his work and what difference it will make. This problem is clarified. Those who are originally excellent employees who really appreciate the changes in the organization and their new position requirements should be able to make better performance.

So, what's causing the confusion about location? The author tries to sort out the reasons for the confusion of position from a business point of view, which are generally in the following aspects:

Not a real professional A real professional who can quickly establish a new organization sense of place. He knows what to do and how to do it. Despite the differences in organizational culture, good professional skills can ensure that the work is carried out smoothly. For example, a football player from abroad, although there are differences in language and culture from his teammates, his superb skills can earn him the respect of the organization. However, a novice, or a person who is not really a professional, lacks the basic skills to solve the same problem, they are not competent for the basic requirements of the position, they do not even have the basic method to solve the problem. Therefore, it is difficult for a non-professional person to talk about the sense of position.

Unsystematic Orientation The sense of place is by no means a simple, one's own sense of work, it is based on working relationships within the organization. Even the best professionals cannot be without the support of other people or departments. Even if he is as good as Maradona, he must understand that if he cannot integrate into a team, his talents will not be able to play. The sense of position is a tacit understanding of mutual cooperation in work. A place full of talent is not necessarily a high-performing organization. In order to achieve tacit understanding, it is necessary to sort out and accurately communicate the culture and values of the organization. Orientation training can help the members of the organization to establish a continuous sense of place.

Frequent changes in the organization Frequent changes in the organization, especially the turnover of high-level personnel, will greatly affect the sense of position of the members of the organization. First, members of the organization have to be ready to adapt to new jobs, which will disrupt the accumulation of experience and feelings; second, frequent changes in the organization will also create the concept of "everyone has a chance", people ignore the current job investment, it is impossible to cultivate a sense of place at all.

Opportunities in the external environment The opportunities in the external environment make people inside the organization feel eager to try. In the face of powerful external temptations, personal vanity is inflated, and then you feel that you are qualified for a larger job. When the organization is not satisfied, either blame others, or frequently change jobs. An impetuous mentality is the biggest enemy of positional training.

If it is said that "empathy" is a kind of demanding on employees, then carefully analyzing the reasons for the confusion of the sense of position and actively "strengthening the sense of position" are the intangible basis for the competence of managers at all levels.

The author is the Deputy Director of the Executive Training and Development (EDP) Center at the Guanghua School of Management, Peking University. He is a Ph.D. in Human Resource Management from Nankai University and a post-doctoral fellow in Human Resource Management from Guanghua School of Management, Peking University.