This year, all parts of the country are actively seizing the "front line" of fire prevention to ensure the safe progress of spring plowing and sowing. As the working day becomes tighter and tighter, the inspection of management departments at all levels is also becoming stricter. However, the pursuit of "norms" too rationally sometimes ignores the specific conditions of actual work and causes some unnecessary trouble.
Our village cadres are assisting the county to seize the "front line" of fire prevention. A few days ago, all the cadres went to each group to check the fire and security situation, leaving only one person on duty in the office. No one expected that two inspection teams from the county would come to the village to inspect the spring plowing and fire prevention work. Due to the lack of manpower, the village cadres on duty could only accompany one inspection team, and as a result, the other inspection team accused them of "leaving their posts".
Is it too arbitrary to deal with the situation as "off the job" on a whim? As a manager, we should judge the work situation in a targeted manner. In fact, the village cadres only temporarily left their duty posts in order to cope with the first inspection task. All of them have mobile phones and can be reached at any time. They are out of responsibility and powerlessness, and passively "leave their posts", rather than deliberately skipping work.
In fact, in today's society, with the upgrading of communication means, does the original management mode also need to be appropriately adjusted? The offline management mode of one person on duty will inevitably bring about the efficiency problem of not being able to cope with emergencies. In contrast, through the mobile Internet mode, it can not only ensure real-time contact capabilities, but also efficiently deploy human resources to cope with multiple tasks.
As a management department, it should be flexible according to the actual situation, and it cannot be one-size-fits-all. For example, being informed in advance of the possibility of multiple inspections, or giving a short-term grace period, can help the work department to respond flexibly. The focus is on assessing whether the work is completed in a timely manner, rather than insisting on whether a certain management procedure is visible to the naked eye.
The surveillance traces also prove that the village cadres are not "off duty", but temporarily cooperate with another inspection task, and there are legitimate reasons in themselves. On this basis, the higher-level management department should judge the situation and re-evaluate the problem of "off-duty", so as to avoid ignoring the substance because of the form and causing unnecessary trouble to the grassroots work.
The fire prevention work is already very intense, and the inspection of the higher authorities should also focus on ensuring the progress of the work, rather than pursuing the superficial form. The management department and the managed department should ensure the quality of work while giving each other the greatest degree of flexibility and orderly cooperation. This will better coordinate the various factors and work together to ensure that the work is carried out smoothly.
Management work should focus on substance over form, results over process, and give enough flexibility to the front line of work. This also reminds us to pay attention to the innovation and iteration of the management model. With the advancement of technology, the working mode will be constantly updated. As managers, we should not be the escort of "stereotypes", but should adjust our thinking in time to keep pace with the times.
For example, the promotion of flexible mobile duty mode and the clarification of emergency response procedures may become effective improvements. In addition, it is important to enhance the understanding of the difficulties of working at the grassroots level. Try to understand the whole process of the incident and don't jump to conclusions. Giving trust and support, rather than just procedural testing, will encourage grassroots self-motivation.
Finally, I hope to communicate and coordinate more for mutual benefit and win-win results. Both superiors and subordinates focus on service work and support each other's growth. This not only ensures the quality of work, but also reflects humanistic care, which will be a new height of management work. Only in this way can we truly implement the management concept and benefit the masses. This will also be the direction of continuous optimization of management work in the future.
In this regard, what do netizens think of this matter, welcome to leave a message in the comment area to discuss!