(Director's error) 1. What mistakes did the director make in the construction of the bureau's administrative organs? 2. What will be the result of the administrative structure of this bureau? A: In this way, institutions and personnel are constantly expanding and their functions are constantly decomposed, which will inevitably lead to unclear internal relations, unclear responsibilities and mutual shirking. In order to arrange old colleagues and subordinates and strengthen his leadership position, the director of the bureau expanded the organization and increased the number of personnel, but the result backfired. Because of the bloated organization and low quality of personnel, it is impossible to get things done by arguing with each other The reason is that the increase of institutions and staff is not due to the consideration of the work itself, which violates the scientific principles of lean and efficient, moderate management scope and level, and consistent rights and responsibilities.
(1460 official seal and the growth of institutions) What problems do the facts listed in the case reflect in the establishment of institutions in China? What do you think of the government institutional reform in China? A: (1) reflects the problems existing in the current reform of government institutions in China, that is, bloated institutions, numerous checkpoints, overstaffed personnel and low efficiency. Violation of the principle of functional objectives; Principles of duty, power and responsibility; Principles of integrity and unity; Reasonable management scope and management level principle; Simplified performance principle. (2) Pay attention to the following points: 1. Grasping the key of transforming government functions, transforming government functions from micro-management to macro-management; From direct management to indirect management. Focus on economic management departments, especially professional management and professional institutions in comprehensive departments. Merge the departments undertaking the same or similar business, cancel the institutions with overlapping functions, set up a new comprehensive management department, and cancel the corresponding professional institutions in the comprehensive department, whose functions shall be undertaken by the competent departments of the industry. 3. Improve administrative organization laws and regulations, and improve the budget restraint mechanism. Reflect the principles and provisions of the Constitution and the organic law on the establishment of government institutions, formulate the law on the establishment and establishment of institutions, and control the expansion of institutions with the coercive force of law. At the same time, improve the method of controlling wage funds by the establishment department, and use economic leverage to curb the expansion of institutional personnel. 4. Reform the cadre and personnel system accordingly. While reforming government institutions, we should actively promote the reform of the cadre and personnel system and streamline institutions.
Why did the merger of Infectious Diseases Hospital of an Autonomous Prefecture Health Bureau and State Tuberculosis Control Institute fail? What lessons should we learn from it? A: The reason for the failure is that it violates the principle of overall unity and functional objectives. Due to the different nature of business, the two units will inevitably lead to different sources of funds, uses, arrangements of manpower and material resources and priorities of work tasks. The differences in all aspects are so great that the merger is bound to fail. (2) To jump out of this strange circle, the way is to seize the center of transforming government functions, follow the scientific principles of administrative organizations, and put institutional reform into a scientific track.
What is the relationship between institutional setup and work efficiency? Why does a city's efficiency drop after it divides the Agriculture and Forestry Bureau into three parts? Answer: (1) The efficiency lies not in the number of institutions, but in whether the institutions are set reasonably. If the mechanism is set reasonably, the working efficiency will be high, otherwise it will be low, which is probably an irrefutable law. In order to have higher work efficiency, we must have a reasonable organization, and a reasonable organization must follow the principles of scientific administrative organization. (2) Fundamentally speaking, I am afraid it is because it is unreasonable to divide the Agriculture and Forestry Bureau into three in the city. Because there is only one department in charge of agriculture, forestry and animal husbandry in this city, and the management functions are comprehensive, the internal relations have become external relations, so it is easy to coordinate. Now it is divided into three departments, and the internal relationship has become an external relationship, which makes coordination more difficult and reduces efficiency.
What is the key to the institutional reform of a municipal government from the repeated and wandering of the institutional reform of a municipal government? How do you think a city should get rid of the wandering situation and promote the reform of government institutions? A: (1) The key to the reform of government institutions is to transform government functions, including the distinction and separation of the dual functions of managing the national economy. (2) Pay attention to the following points: 1 Strengthen the comprehensive economic management department and the economic supervision department, and weaken the professional economic management department, so that enterprises can take full responsibility for the flow and appreciation of state-owned assets. 2. Establish social intermediary organizations. Organize trade unions or trade associations to accept some social management functions handed over by the government and some administrative functions entrusted by the government under the business guidance of government departments. 3. Establish and improve the state-owned assets manager system. State-owned assets at all levels are uniformly managed and supervised by asset management departments at all levels. The investment and operation functions of assets are exercised by investment holding companies or large enterprises at different levels, and entrepreneurs are responsible for specific production and operation activities. 4. Reform the financial budget system, gradually implement the tax-sharing system and the budget system, and distinguish the financial power and administrative power of the judiciary at all levels. In addition, government reform should be coordinated from top to bottom. The government itself is a system. Only one city and county will encounter traditional resistance within the system when carrying out reform. Without reform, it will be difficult to succeed.
What is the reason for the difficulty of land acquisition and housing construction in S Bureau of a province? What does this case inspire us to reform government institutions? Answer: (1) The reason is that it violates the basic principles of administrative organization, such as the principle of integrity and unity, and the principle of streamlining efficiency. Second, the lack of administrative responsibility system. Unclear responsibilities, trying to shirk, greatly reducing administrative efficiency. Third, bureaucracy is serious and work style is procrastinating. It reflects that some leading civil servants are thin-minded and have a serious bureaucratic style. (2) To solve these problems, we should treat the government's "institutional diseases" from the following two aspects. First, reform government agencies and merge some departments with similar business nature in accordance with the basic principles of administrative organization construction. At the same time, some unnecessary temporary institutions should be abolished. Secondly, improve the administrative organization laws and regulations, implement the administrative responsibility system, and legalize the administrative organization. In this way, the phenomenon of bloated institutions, numerous departments, perfunctory responsibilities and procrastination will be eliminated legally and institutionally.
(Why have non-permanent institutions been removed and increased? Is it necessary for institutions to set up non-permanent institutions? Why did the non-permanent institutions in County A be removed and increased? How to solve the problem of expanding non-permanent institutions? A: It is very necessary to set up an extraordinary organization in 1 government agencies, which is mainly used to complete new temporary tasks and solve emergencies according to functional needs. In this case, when the government faces some cross-departmental affairs, it needs several departments to share it. When there are contradictions between departments, it needs to set up an extraordinary organization to coordinate the relations between departments. Secondly, government departments are generally set up according to the basic functions of regular, long-term or predictable administration. However, in the practice of administrative management, some new and temporary tasks or unexpected affairs often appear, which requires the establishment of non-permanent institutions. However, non-permanent institutions cannot be set up at will, and should be considered according to specific circumstances. 2. From the subjective point of view, the revocation of non-permanent institutions in County A is mainly due to the lack of a comprehensive grasp of the principles for the establishment of non-permanent institutions. On the one hand, the institutions that should not be abolished are abolished, on the other hand, unnecessary institutions are retained or added. 3. In order to solve the problem of the expansion of non-permanent institutions, the following principles must be followed: (1) The principle based on functions. The establishment of non-permanent institutions should be based on functional needs and must be a supplement to existing institutions. (2) The principle of mobility and flexibility. Once the task is completed, the institution will be abolished. (3) Procedural and legal principles.
(Who should be responsible for the urban construction work) Why is it counterproductive to use the administrative group to analyze the practice of strengthening the urban construction work in a city? How do you think this problem should be solved? Answer: 1. To realize scientific administrative organization, we must follow the principles of integrity and unity. First of all, the functional objectives should be complete and unified. In other words, when setting up an organization, it is necessary to classify the objectives, and similar administrative objectives should be managed by the same administrative organization. The establishment of urban construction management institutions in a city just violates the principle of overall unity. It is inevitable that three institutions will be set up to manage the same functional goal. I want to strengthen urban construction, but I am holding back. In particular, it is not advisable for a city to establish two new entities, namely, the Municipal Party Committee and the Urban Construction Department, in order to coordinate the relationship between government departments. This will not only lead to overlapping institutions, but also create new contradictions. 2. In order to achieve the goal of strengthening urban construction, a city should merge the construction department of the municipal government, the Urban Construction Bureau and the Urban Construction Committee to form a unified urban construction management organization.
(How to set up the organization of an investment company) What principles are embodied or violated by the three schemes set up by the functional departments of an investment company in the construction of administrative organizations? Starting from the scientific principle of administrative organization, how to design it? A: According to the case, the three organizational plans put forward by the preparatory group of investment companies have their own advantages and disadvantages. According to the principle that administrative institutions must adapt to the needs of functions and be set according to functional objectives, and the principle that institutional settings must follow the principles of integrity, unity and streamlined efficiency, Scheme I is more in line with the requirements of functional departmentalization, with strong professionalism and clear division of labor, which can fully reflect the characteristics of the industry, but needs further optimization; The second scheme simply sets up institutions according to the service objects, and each department integrates multiple functions, lacking the necessary connection, restriction and supervision between them, unable to classify management according to functional objectives, and difficult to reflect the characteristics of the industry; It is difficult for the third scheme to combine the advantages of the first two schemes, nor can it eliminate the disadvantages of the first two schemes. So we can consider further optimizing the design on the basis of the first scheme.
(Lessons from Fire) From the perspective of administration, what lessons did the Daxinganling fire give us? What are the problems in the administrative organization structure of Daxinganling forest region? How to establish a scientific administrative organization system? A: Generally speaking, it exposes all kinds of drawbacks of China's administrative management system, namely, unreasonable administrative setup and imperfect organizational system, which are embodied in: 1. Segmentation and multi-head leadership. The construction of administrative organizations requires following the principles of integrity and unity. Generally, a unit can only accept the command of a superior, even if it is dual leadership, it is necessary to clarify who is the main one. However, the Daxinganling forest region is a multi-head leadership system, which will inevitably lead to chaotic leadership and command. The same is true of fire prevention work. 2. The information is not smooth and the supervision is weak. The lessons of forest fire in Daxinganling are profound and multifaceted. From the perspective of administrative management, we have learned some lessons from it: First, we should straighten out the leadership system; Secondly, it is necessary to establish and improve the supervision mechanism of administrative information communication; Third, it is necessary to clarify the post responsibility system and overcome bureaucracy.
(Hainan's "small government, big society" system) What are the problems in Hainan's "small government, big society" system? What is the reason? How to solve it? A: (1) There are many problems, mainly including: the institutional setup is too ideal and divorced from reality, the progress of the transformation of government functions is uneven, the reform of the cadre and personnel system is lagging behind, the relationship with the central government is not straightened out, the responsibilities between some government administrative departments are unclear, the macro-control ability is weak, and the system reform is not coordinated. (2) There are many reasons for these problems, some of which are caused by ignoring the characteristics of the old and new systems in the transitional period and rushing for success; Some are because the supporting reform measures are lagging behind; There is still a transition period that is inevitable. (3) The measures taken to solve the above problems mainly include: continuing to transform government functions, strengthening the government's macro-control ability, and the transformation of government functions should focus on the transformation of economic functions; Straighten out the relationship between the central authorities and Hainan, which is directly responsible to the State Council, China. Ministries and commissions in the State Council should not directly interfere in Hainan's economic activities, let Hainan experiment, find ways to develop, speed up the reform of the cadre and personnel system, redeploy and create jobs and personnel. Determined to solve the problem of organizational expansion.
(Transformation of government functions in Wuxi County) Wuxi County has become the "first county in China" among the top 100 counties with economic strength. What is the secret? What can the successful experience of Wuxi County give us? A: A very important factor lies in the transformation of government functions. Specifically, they analyzed the economic characteristics of Wuxi county from the county situation; According to the needs of the socialist market economy, gradually decentralize power; Implement enterprise management autonomy, cultivate and develop market system; Improve the regulation mechanism and strengthen the service system; Strengthen industry management. At the same time, reform the cadre and personnel distribution system, adjust the county-level industry management system, strengthen industry management, and improve the county-level legal system. These practices are of universal guiding significance to both economically strong and weak counties. The above specific practices are the embodiment of the transformation mechanism. The mechanism has been transformed and the relationship between rights, responsibilities and interests has been correctly handled. Only by stimulating the enthusiasm of all levels can we ensure the sustained, rapid and healthy development of the economy.
(Foshan's system reform) 1. What are the reasons for overstaffed organizations and overstaffed people? 2. What is the basic practice of Foshan's administrative reform? How to evaluate? A: The main reason is that under the traditional administrative system, the government has assumed many functions that it should not. In view of the two chronic diseases, Foshan made a breakthrough by changing its functions, which made the government change from directly managing the microeconomic activities of enterprises to macro-management services, and eliminated the "middle obstruction" formed by departmental division and centralized management, thus completely breaking the deadlock in the reform of government management system. Although Foshan has delegated a lot of power to enterprises, this prefecture-level government has strengthened its macro-control ability, made unified plans for social and economic development, and deployed financial resources and manpower, thus forming a new situation of "small government" and "big society". The above experience is desirable in institutional reform.
In the current wave of government institutional reform, how to actively and steadily promote government institutional reform to meet the requirements of the socialist market economy? What did the reform in Shaanxi Province give us? A: Shaanxi Province has set an example for us in the reform of provincial institutions. According to the requirements of establishing provincial-level economic control system and strengthening macro-management functions, the reform of provincial-level comprehensive economic departments in Shaanxi Province is mainly to change functions, ideas, working methods and methods, and shift the focus of work to strengthening and improving macro-control. The central task of implementing institutional reform is to do a good job of "three affirmations". But it is not clear how to do a good job of "three-fixed" personnel and most departments, hoping to have a standardized requirement. Shaanxi Province has defined the scope, content, requirements, methods, steps and degrees of the three regulations, which are worth emulating. Through these three decisions, redundant personnel have been produced. Shaanxi Province does not take a negative approach to the arrangement of surplus personnel, but diversifies them through multiple channels, so that surplus personnel can play their talents in the main battlefield of economic construction and promote economic development.
(How should the organization be set up) 1. According to the task facing the Committee, how should the organization be established? 2. What are the characteristics of non-permanent institutions and how should they function effectively? A: There are two points worth noting in establishing an extraordinary organization: 1. Unconventional institutions are not part of the government, and should not be given a certain function or certain functions, but should seek some cross-departmental work for coordination at a higher level. 2. It is precisely because the main task of non-permanent institutions is to coordinate their work across departments that the authority of their leaders is very important. This is likely to cause a series of problems.
Judging from the three major contradictions faced by the town for a long time, it mainly reflects the defects in the management system. We should start with straightening out the management system and adjust and optimize the functions of the organization. It may play a more effective role if the county government sets up a special agency to be responsible for straightening out the management system. As a document issued by the county government, the work regulations of the Committee deserve scrutiny. First, non-permanent institutions are not included in the establishment sequence and there are no places. Generally speaking, their internal working group should be concurrently held by a functional department closely related to special tasks. Its advantage lies in ensuring the integrity of internal organizational structure and the strength of personnel. Secondly, the work assigned by the county government to the town must be approved by the Committee in advance, which seems to interfere with the functions of the permanent department and is likely to lead to poor instructions or different government decrees. In addition, the work of Xinjing Town, on the surface, is the result of the establishment of the "Committee", but careful analysis is not the case. If it is clear that a permanent organization is responsible for the work of the town and earnestly takes responsibility, the emergence of new scenes will not be sustainable. So the key lies in the unity of responsibility and power. Non-permanent institutions generally have four characteristics: cross-departmental tasks; Most members have the authority of extraordinary institutions; Leaders are authoritative figures with certain control; Institutions disintegrate and die with the completion of special tasks.
personnel management
From the perspective of personnel management, why can an engineer achieve remarkable results in product design? What does this give us? Answer: 1. Personnel management must follow the principle of "according to one's ability", that is, arrange suitable work according to each person's characteristics, expertise and ability, and teach students in accordance with their aptitude. It is for this reason that the leaders of the wireless power plant have made good use of the expertise of an engineer in the factory and achieved remarkable results. An engineer in this factory has the advantages of high professional level, excellent skills and willingness to learn, but he is not good at dealing with interpersonal relationships. After comprehensively analyzing its advantages and disadvantages, the factory leaders decided to appoint him as the design section chief to take charge of the technical design work, which really achieved the goal of selecting talents and really mobilized his work enthusiasm. With the progress, the leader created a series of conditions for him to carry out his work better, such as providing assistants and arranging rooms, which provided good objective conditions for his talents to play. In this way, through the subjective efforts of engineers, a series of excellent results have been achieved. 2. Enlightenment to us; On the issue of employing people, we must follow the principle of applying talents and avoiding weaknesses.
How did he become deputy director? What is the successful experience of reforming the cadre role system in S city? How to further improve the cadre role system? A: The successful experience of 1 S lies in: (1) adhering to the standard of having both ability and political integrity. In the period of socialist modernization, the specific content of having both ability and political integrity is revolutionization, youthfulness, knowledge and specialization. It is from this basic principle that the leaders and employees of the Planning Bureau formulate the selection criteria. (2) fully develop democracy and listen to the opinions of the masses. They adopted the method of democratic recommendation, allowing the broad masses of cadres and the masses to fully express their opinions and vote for candidates, breaking the traditional closed and mysterious cadre selection practice. (3) Follow the scientific appointment procedure. First of all, public opinion surveys were conducted to listen to the opinions of the masses extensively, and candidates were produced after repeated brewing by the masses; Secondly, organize departmental inspections to determine formal candidates; Finally, the superior organization department makes further investigation and reports it to the competent unit for examination and appointment. 2. The practice of S City also needs to be further improved: (1) It can expand the scope of candidates and openly recruit for the society. (2) Democratic recommendation is the basis and competitive examination is the supplement. (3) Formulating relevant regulations on the appointment of cadres, ensuring the achievements of the reform from the system and promoting it.
(directed by Liang Yi) 1. What are the requirements for selecting and appointing cadres, especially leading cadres? Is it appropriate for the superior personnel department of Y Bureau to handle Yang's "appointment, removal and transfer" problem? 2. What do you think of the transfer of Director Yang? A: In this case, the personnel department at the higher level of Y Bureau made mistakes in some important links when inspecting, appointing, dismissing and transferring the director of Y Bureau. First, in the case that the assessment conclusion is not specific and comprehensive enough, it is not appropriate to transfer Director Chen, who is recognized as having a good old age, a wide network of contacts and a good business, just to speed up the pace of cadre rejuvenation. Second, in the choice of successor, Director Yang is right, and the inspection is not allowed and the employment is improper. Judging from Yang's experience, he doesn't fully have the quality, experience and ability to lead a bureau. After taking office, the working method is simple and eager to achieve success. As a result, the masses have many opinions and are in a dilemma. Third, in dealing with the issue of whether to stay or not, a simple and hasty method was adopted and the transfer was carried out, which led to the change of the director of Bureau Y in a short time, and the work was greatly affected. It can be seen that in selecting leading cadres, we must adhere to the standard of having both ability and political integrity, fully understand and implement the principle of "four modernizations" of cadres, adhere to the mass line, know people well and be good at their duties, and strive to select the right people. On this issue, any hasty or irresponsible action is not allowed.
(ability and position) 1. What inspiration does this cadre have for the organization? 2. What qualities should leading cadres have in the new period? Answer: (1) Enlightenment: Under the premise of adhering to the "four modernizations", the selection of cadres should also follow the principle of "the fittest is competent", that is, when deploying cadres, we should seek appropriate cooperation between things and people, that is, according to the quality requirements of things for people, according to people's talents, specialties, personality and temperament, we should arrange mutual jobs. This is asking for people because of things and employing people because of talents. (2) The selection of cadres should focus on evaluating his leadership ability, including analytical decision-making ability, personnel organization ability and technical ability. Of course, leaders at different levels should have different requirements. Judging from Li Ming's ability and quality, he has certain analytical and decision-making ability and strong technical ability, but he is not good at dealing with interpersonal relationships and has poor personnel organization ability. It is ok to be a design section chief, but there is a gap in personnel organization ability to be a director of a medium-sized enterprise. Obviously, the appointment of Liming has caused the dislocation between its ability and quality and the enterprise's own needs.
(Who should be rewarded) Is Director Zhao's decision appropriate? What problems should be paid attention to in administrative reward? A: Administrative reward is a personnel management system that government departments encourage outstanding staff to travel according to regulations. Fully implement the principle of selecting the best in this personnel management system. Because of the above, in this case: 1. Director Zhao's decision is improper, and he can't adhere to the principle of rewarding according to reward conditions and work performance. Taking a compromise and balanced attitude is a negative and abandoned leadership responsibility. 2 administrative awards are based on annual assessment and merit-based admission. Accordingly, Xiao Liu should be rewarded.
Why should we strengthen the training of state administrative personnel? What are the experiences worth learning from in cadre training in Bijie area? A: With the modernization of administrative work, national administrative personnel must have high cultural and sports knowledge and skilled management skills in order to be competent for modern administrative work. However, the reality is not satisfactory, especially in poor areas. Therefore, it is a strategic task with far-reaching significance to further strengthen the training of state administrative personnel and improve the quality of the entire administrative cadre team. Starting from reality, Bijie has embarked on a new way of self-reliance to train and train administrative talents and expand the ranks of administrative cadres, and has gained experience for reference: 1. Training is an important part of personnel management. 2. The main experience of cadre training in Bijie area is: leaders attach importance to it, which is the premise of doing a good job in training; Standardization of training, exchange and transfer of cadres are important ways of training.
What should I do with this batch of bonuses? ) where is the bonus distribution discussed in three places in a certain class? How to fundamentally solve this problem? A: In personnel management, in order to stimulate the enthusiasm of administrative personnel and prevent and correct their illegal and dereliction of duty, the principle of rewards and punishments must be implemented. Rewards and punishments must be based on objective assessment results in order to play its due role. In administrative management, bonuses can only be a material incentive for administrative personnel who have made outstanding performance or made special contributions, and should not be a welfare that everyone can enjoy, so they cannot be distributed equally. In addition, in order to ensure the smooth progress of rewards and punishments, there must be a perfect assessment system. In this case, three departments of a certain office held a meeting to discuss and made no decision. The problem lies in the lack of correct understanding of these problems, the lack of relevant supporting system construction, and the lack of strict assessment system at ordinary times. In order to solve these problems fundamentally, we must establish a perfect assessment and supporting reward and punishment system.
What is the main reason for the failure of this evaluation? What problems should be paid attention to in cadre assessment? Answer: 1. The main reasons for the failure of this appraisal are: (1) lack of necessary administrative communication. (2) The assessment content is general and the performance is not outstanding; The assessment items are too abstract and difficult to operate, and some assessment items are difficult to test in a short time. (3) The scope of assessment is limited to the level of section chief, which violates the principles of fairness and comprehensiveness of assessment. (4) The assessment method is too simple, and only the assessment results of department leaders are published. (5) Bureau leaders did not give necessary support and help. 2. Attention should be paid to the following issues during the evaluation: (1) Do a good job in administrative communication to gain understanding and support from all sides; (2) The contents and standards of assessment should be specific and clear, focusing on performance; (3) The assessment should follow the principles of strictness, comprehensiveness, fairness and openness.
(The Three Fires of the New Director) 1. After Hu Jun took office, how to change the chaotic situation of personnel management of industrial bureau cadres? 2. What enlightenment can be drawn from this case for cadre management? A: Under this circumstance, after taking office, Hu Jun established and gradually improved the system of selecting, recruiting, appointing, removing, assessing and rotating cadres in view of many problems and contradictions existing in the personnel management of industrial bureau. First, he strengthened the consciousness of reform, emancipated his mind, overcame obstacles, broke away from convention, grasped the main aspects of the problem, and made clear provisions on the responsibilities and authorities of cadres at all levels. Secondly, considering that the reform of the cadre personnel management system is very sensitive, involves a lot, is bound by many stereotypes, and is very arduous and complicated, we should be firm and cautious. After determining the reform plan, he constantly summed up, improved and improved in practice, led the reform work step by step, which was accepted by the cadres of the industrial bureau and became a reliable guarantee and positive factor for the reform. Third, in the specific implementation process, through open recruitment and merit-based admission, more scientific selection criteria have been formulated, which correspondingly reduces the influence of human factors. The key for him to open up the work situation is to be brave in reform, establish a cadre personnel management system that combines managing affairs with managing people, unify administrative responsibility with employing power, and explore the scientific road of cadre personnel management.
(Dispute about the probation system for new cadres) 1. How to evaluate the personnel reform measures implemented in a county? 2。 What are the problems in the reform of the cadre and personnel system in a county and why?
Answer 1 in training, selecting and appointing cadres, our party adheres to the principle of "career-oriented, talent-oriented" and advocates seeking truth from facts and proceeding from reality in everything. In this spirit, a county party committee boldly reformed the cadre personnel system, promoted cadres for probation, and decided whether to stay or not according to actual performance. But the reform itself should pay attention to coordinating various relations. From the controversy caused by the actual probation system for cadres, we can see that the reform of cadres is not smooth sailing. This requires leading cadres to emancipate their minds, change their concepts, boldly reform all unreasonable provisions in the cadre system, improve the accuracy of cadres' roles, and encourage more cadres to make progress.
(deputy stationmaster candidate) 1. Do you think the two decisions of the general party branch of the health and epidemic prevention station are correct? Why? 2. Do you think the work of the party and government leaders and comrades in the personnel department in the epidemic prevention station is appropriate and why? Answer: ` 1 incorrect. First of all, judging from the two decisions made by the general party branch of the district health and epidemic prevention station, the right to promote cadres is basically in the hands of leading cadres, and there is a lack of in-depth investigation and comprehensive understanding and understanding of the candidates when selecting and employing people. The ideological and political work of the cadres and the masses in the station was not done in time, especially the dislike of the office director was not given enough help and education. Secondly, the personnel department also lacks in-depth investigation and study when understanding the opinions of the masses on Wang Ling, and some of them are partial. At present, the webmaster's work is also lacking, without giving full consideration to the relevant direct influencers, relying too much on Wang Ling and ignoring others; There is also a lack of estimation on the possible reaction of Wang Ling's promotion, and no corresponding measures have been taken to solve the problem. . 2 not suitable. In this case, Wang Ling's work in the epidemic prevention station is obvious to all, and he has indeed made some achievements; Moreover, he has shown strong working ability in his work and basically has the conditions to be a deputy stationmaster; Although there may be some shortcomings, when selecting and employing people, we should still foster strengths and avoid weaknesses, and consider the positive side more, and should not seek perfection and blame.