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Report of the deputy minister of the company's managerial work department

Leaders and colleagues:
The work in 2004 is about to come to an end. Looking back on the work in this year, with the care, guidance and help of the company's leaders and colleagues, I strictly demand myself and conscientiously implement the spirit of the instructions of the higher authorities. In the past year, regardless of work, life, In terms of study, I have made great progress in management. Below I will work for the following tasks: my work as a deputy director of the company’s managerial department in August and the work, study, and management of the manager’s work department in August. :
I. Performance of duties (1) During the period from January to August 2004, I served as the deputy director of the company's managerial department. During this period, I mainly worked under the leadership of the manager's work department to assist the manager's work department department according to the manager's work department function. Organize and carry out work, mainly to complete the following work:
1. The daily management of the manager's work department and the training and study of the employees.
2. The company's official document processing work.
3. The daily work of the company's welfare enterprise management.
4. Annual inspection and renewal of various certificates of the company.
5. Personnel and labor management work of the company.
6. Do a good job in the logistics service of the company's board of directors and other various meetings.
After the company's March 19 new and old leadership handover, in accordance with the requirements of the new leadership, timely provide the company needs to understand the leadership, to provide information for the new leader to understand and master the company's development.
(II) Since August 2004, as the head of the company manager's work department, I have led the staff of the department to study hard, work actively, do all kinds of investigation and research, provide all kinds of information needed by the leaders, and do a good job of leadership. Staff assistants provide the basis for leadership decision-making.
(3) Regardless of whether he is the deputy director of the manager's work department or the minister, he feels that his burden is heavy, and his knowledge, ability and experience are at a certain distance from his position. Therefore, he is not afraid to take it lightly, always studying, to the book. Learning, learning from the surrounding leaders, learning from colleagues, so I feel that I have made some progress in the past year.
Second, the existing problems and future efforts to review and examine their own problems, I think there are mainly: First, the in-depth staff, deep into the grassroots is not enough, so sometimes the feedback to the leadership is not comprehensive enough, deep enough; second, the company The overall grasp of the development is not enough, so that sometimes it is not possible to get involved and not find a point. Third, the understanding of the leadership is not deep enough, so that sometimes it is not satisfactory for the leaders to do things, do the work, and do the meeting.
What should I do in the future? I think I should try my best to do the following: First, go deep into the staff, go deep into the grassroots, and follow the principle of seeking truth from facts, so that the situation will be released and the situation will be reported. Second, strengthen learning and strengthen the development of the company. To understand the situation, to strengthen the understanding of the surrounding environment and the development of the same industry, and to learn from the overall planning and current situation of the company, to be a good assistant to the staff; third, to speak, speak, and draft the leader. Listen more, see more, think more, deepen your understanding of the leadership, understand the deep intentions of the leaders, and strive to do things that the leadership hopes to achieve.
Third, the glimpse of the company's future work (a) strengthen the management and training of the company's cadres at all levels, including business aspects, management.
1. Strengthen the management of the company's various equipment and control of costs through the management of cadres;
2. Strengthen the management of all aspects of the company's production and operation through the management of cadres;
3. Promote the discovery, training and use of various talents of the company through the management of cadres;
4. Through the management of the cadres, the control and implementation of the individual operations of the company's production and operation links are completed.
(2) Formulating reasonable and practical incentives, improving the distribution mechanism, and truly embodying the people-oriented management philosophy.
At present, the company's production management and business management separation has achieved great results, but at the same time it has also derived many contradictions. The most obvious is that the current distribution mechanism is not reasonable. Many times it is more steel indicators and more awards. Less, the enthusiasm of employees can not be mobilized, but it has produced more negative emotions. This is not a good phenomenon for the development of a company. As the company's production and operation enters a new field, I suggest that the company should carry out some energy next year. Encourage employees' enthusiasm for labor competition activities, and suggest corresponding incentives, rewards and penalties, not blindly penalties, and can not blindly award.
I think that employees are one of the elements of the company's development. After the company's production and operation enters a relatively stable stage, we should spare some energy to really consider the relative stability of employees and the rational use of talents. After all, the equipment is "dead." "People are "living". To really mobilize people, it should be an incalculable asset for the company.

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