In order to make the article more logical and coherent, I adjusted the content and structure of the article a little. Here is the article after the reorganization:
In many state-owned enterprises, there is a common problem: there are more and more managers, but fewer and fewer people are actually engaged in production and operation. This phenomenon is known as "management inversion", which brings many hidden dangers to the development of enterprises.
Xiao Wang, an employee of a state-owned enterprise, feels the impact of this phenomenon deeply in his work. He and his colleague Xiao Li are discussing the issue.
Xiao Wang: Xiao Li, why do you think our company has the problem of management inversion?
Xiao Li: I think one of the main reasons is that the leadership has too high a demand for management, which leads to too many managers. In addition, some managers may not have sufficient practical experience, resulting in a low level of management, which increases the workload of grassroots employees.
Xiao Wang: Yes, I often feel that our grassroots employees have a lot of workload, but managers are always busy with meetings, training, etc., and do not pay enough attention to the actual work.
Xiao Li: Yes, this has led to our low work efficiency, which has affected the development of the enterprise. I think companies should strengthen the training and evaluation of managers, improve their management level, and at the same time pay attention to the work burden of grassroots employees, so that everyone can develop in a good working environment.
Xiao Wang: I agree with you. Only by realizing the combination of management and practice can the enterprise develop better.
Through this conversation, Xiao Wang and Xiao Li have a deeper understanding of the management inversion problem. They recognize that solving this problem requires leadership and management to work together to find the right balance to achieve sustainable business growth.
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