10:7:3 
2024-03-16 
613
We need a group of individuals in institutional work and large projects. Large projects can only be managed with the presence of an integrated team of specialists who are selected according to the standards and objectives of the institution or project.
One expert says: If your work team includes one or more unsuitable people, or the team is unable to work together collectively, there will be no room or opportunity to achieve the desired success of your project, no matter how good the solutions you propose are.
In order for any project to succeed in achieving its goals, several reliable recommendations must be taken into account in forming the team, and an organized effort must be made during its construction, so that the drawn up plans are implemented and the resulting success is achieved:
First: The necessity of setting well-studied criteria for selecting team members and determining the required number, such as experience, skill, problem solving, physical safety, good conduct, and being distinguished by some practical moral qualities.
Second: Applicants must be tested to determine their skill levels in performing tasks and evaluated on a fair, scientific basis, as favouritism, courtesy and spontaneity do not constitute the basis for building a successful team.
Third: The team must understand from the beginning of its formation (the project idea) or (the institution’s goals and mission), and they must have the serious will and desire to make the work plan a success and achieve the set goals.
Fourth: The necessity of defining roles based on specializations and competence, and for each individual to have complete conviction in his role and love for his work.
Fifth: It is useful to activate the system of rewarding and thanking the distinguished, warning and punishing those who fall short, promoting the deserving, and disqualifying the negligent.
Sixth: Drawing up a clear work policy, set within the framework of the rules and laws of the institution or company, and established in the spirit of the team to become a prevailing culture that expresses the company’s directions and its general and specific goals.
Seventh: Serious pursuit of developing the project; This is done by allowing team members to present any idea that comes to their mind that benefits the work and the project, and by developing their creative thinking, as well as by developing their skills.
Eighth: For the team to succeed, there must be openness between the specializations and departments in providing each other with suggestions and observations that serve the project and are in the interests of the institution’s goals.
Ninth: In order for the relationship between the manager and his team to succeed, he must treat them like a father. He always strives for harmony, and enhances the spirit of cohesion, no matter how the winds of disagreement and problems buffet them.
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