Basis of the effective command

Many businessmen start their own business alone, but for the development of the company it is necessary to create an effective team. At the initial stage, all problems are solved by the founder of the company. He communicates with each client and thoroughly knows all the production processes. At the same time, he plans to sell, give advertising to promote his company. This activity is very effective and gives its results. Profits come, production expands, and he is no longer able to do everything alone. So at this stage, the formation of the team begins. While its size is small, its efficiency is high, since the first team almost stands at the origins of the business. Such a team is well versed in all business processes and knows the product [4, p. 96].

Nevertheless, the company continues to grow, the staff is increasing. People come to an already formed and ready-made business. At this stage, building an effective team is difficult. New employees come to everything ready, they do not know the specifics of the product, the history of the company, especially its work. Thus, people take the wrong steps, and the business loses money.

Another problem is mismanagement. Sometimes the leader "reigns", and does not rule. At the same time, the head of the team should also be an informal leader, because this is not an obstacle for enterprising and strong personalities with leadership qualities. In addition, creating an effective team is impossible if you have not established a relationship between departments. Workers who do not communicate with colleagues from other departments do not feel part of the company. They do not know the impact of their work on the company's activities as a whole, they often position themselves as a separate bloc, in this case there can be conflicts, competition and other negative attitudes [4, p. 97].

In order to create a balanced team, you need to ensure that your chosen people have the skills and are sufficiently versatile in training to create a strong group dynamics. Like-minded people in the team enjoy a "comfortable" existence, but are ineffective and inclined to creative stagnation. Distinctive qualities such as age difference, skills, culture, life and work experience provide different perspectives in work and decision making.

At the beginning of the creation the main thing is to find people, in accordance with the correct balance in the group, skills and experience. You can start by drawing up a list of skills needed to complete the tasks assigned to the whole team. The next step is to select people who meet these requirements. Defining the qualifications of potential team members in two main areas: on the basis of a resume and using interviews [5, p. 65].

The more they concentrate on their experience using the appropriate skills in the previous work, the better in their future work. After "throwing" out of the list clearly unsuitable candidates, you can already start selecting members who remain in your team's list, thereby creating a balance of knowledge of applied and diversity of experience.

The technique of establishing a good effective team includes the following steps

• 1)    selection of personnel;

• 2)    regulation of the number of team members;

• 3)    collective definition and goal setting;

• 4)    the motive - everyone should know what benefits he will receive from overall success;

• 5)    creating conditions for closer acquaintance with each other team members;

• 6)    training;

• 7)    access control system, encouragement of self-control;

• 8)    facilitation and support of team spirit;

• 9)    replacement of team members who do not want or can not work in accordance with certain standards, etc.

An important stage in the formation of an effective team is the selection of employees, the number of management team and goal setting. Before forming a team, they must analyze the work ahead and decide which specialists in this field are necessary for its implementation. Workers must have some experience and knowledge, and besides, they should be able to interact in the process of joint activity [5, p. 68].

The most effective work of the team is where it consists of a small number of people. Ideally, the team is minimal in number, but the competence of people can solve all the tasks. When a team consists of two people, it is easier to communicate, there are fewer disputes and disagreements between them. In connection with the increase in the number of people in the team, the number of possible disagreements increases. In the end, each interaction predicts a potential conflict. Therefore, the more people in the team, the more difficult it is to organize their coherent work [7, p. 19].

A team consisting of 12 people or more, increases the loss of working time, personnel qualification is used inefficiently. In this case, it is better to break the team into groups, and also each to instruct to perform some of the common tasks assigned to the team.

An important step in creating an effective technology team is setting goals for it (the team). In addition, the goals, objectives, methods of implementation are organized by the team members themselves. It should be borne in mind that each person pursues his personal interests and has hidden intentions. Thus, employees can be united by common goals, but do not always agree with them. It happens that the members of the group secretly do not agree with the general ideas, but they have to obey for some reason. Perhaps this is the desire to make money, make a career, etc. Thus, the creation of an effective team is also a warning of conflict situations between corporate and personal goals [7, p. 21].

American scientist and statistician Edward Deming came to an interesting conclusion in the formation of an effective team. Edward Deming lived in the last century and mastered the theory of quality. The scientist was especially known for his innovative proposals in the field of enterprise reorganization. His ideas have found wide application in Japan, and then all over the world. The concept is known as "lean manufacturing".

Mike Robson describes in detail the qualities that are necessary to work together team members, successfully combining both analytical and creative methods in the proposed model [8, p. 39]:

Brainstorm. A well-known but too often inefficiently used method of analysis, when a lot of the most incredible ideas are offered in a short period of time.

Guarantees the feasible participation in solving the problem of each member of the team.

Clear definition of the problem. One of the most common mistakes is insufficient attention to finding the true problems, especially since a false premise often "turns them upside down." First of all, you should try to determine what issue you will solve, if you solve this problem.

Analysis of the problem involves the use of methods to determine the range of possible causes and solutions. Successful groups will never dwell on the obvious reasons for the difficulties, and will continue to search for solutions to problems. One of the most effective methods of analysis is an assessment of the role of group, environment, production methods, equipment and materials in the occurrence of problems.

When forming a group, it should be borne in mind that its members should have additional skills. First of all, it is necessary for the performance of the task assignment of technical, functional or professional skills. Thus, the team that implements the network systems requires skills in the field of information technology. And the team that develops a new strategy for developing retailers needs strategic planning skills [9].

Secondly, the team should have professionals who have the skills to solve problems and make the right decisions that could implement a systematic approach to the task, use appropriate methods of analysis and organization of work (SWOT analysis, project management, cost-benefit analysis ", The construction of graphs and network diagrams). Even if the team actually uses only one of these methods, its movement toward the goal will increase significantly.

And, finally, for the team, people with interpersonal skills who as cement will anchor its members into one group are of vital importance. As the work progresses, the attitudes and feelings of the members of the group change with each other, increasing the likelihood of conflict, so the opportunity to draw differences in the interests of the common cause, understanding the dynamics of human relations are vital for the successful introduction of the team's business.

Such skills as functionality and technicality are needed, but they can be obtained directly and developed in the process of work, as they appear to need these skills. Collective work, which aims to achieve a common goal, stimulates the acquisition of knowledge of new members of the team.

Harmonious team work is impossible until its members realize the need for group efforts and will not learn to report to each other for the results of their work. Coming into the team, employees first behave very cautiously, because they do not know the quality of the partners, their energy, reliability, willingness to participate in the work process. Only teamwork increases the trust of team members to each other and a significant degree of participation in the labor process [7, p. 28].