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Strict management, pay close attention to implementation, comprehensively improve the standardization of military construction


Ji'an is an old revolutionary base and a revolutionary base for the “Jinggangshan Spirit” with rich connotations. Over the years, all the officers and men of the Ji'an Fire Brigade have worked hard to implement General Secretary Jiang's "Three Represents" on this revolutionary hot land, actively carrying forward the spirit of Jinggangshan, earnestly exploring new methods and new features of force management under the new situation, and comprehensively implementing them. The regulations and the "Regulations on the formalization of public security firefighting organs" issued by the Fire Department of the Ministry of Public Security and the "Several Provisions on the Regularization of the Public Security Fire Brigade" insist on working hard on the model, grasping the key points, grasping the implementation, and grasping the norms, so that the troops The formalization construction has continuously reached a new level. The detachment organ and the Jinggangshan City Fire Brigade have served as two demonstration units for the management of education and have promoted their experience in the provincial fire protection forces. The detachment was rated as the advanced detachment by the corps for two consecutive years. Last year, it was rated as the advanced detachment of the post training by the Fire Department of the Ministry of Public Security. The 13 battalions and detachment organs of the city were rated as “civilized units” at the provincial and prefecture levels. Our main approach is:
First, do a good job of "two models", to promote the management of the detachment of the detachment with a point and face, and give full play to the role of "leading": the upward effect. However, in the past management education, there was often a tendency to be strict, to grasp the grassroots level, and to grasp the looseness of the organs. In recent years, the corps has clearly put forward the requirements of starting from the organs and starting from the cadres, and taking our Ji'an detachment as a pilot unit for standardized management of the organs. In order to truly become a model and advanced model of the province's military organs management, the detachment always adheres to the principle of "strictly starting from leading cadres and starting from the leading organs", and slogans "the grassroots are aligned with the organs, and the organs are the model for the grassroots." Starting from the transformation of work style, normative setting, perfecting the system, and strict evaluation, the management of the organization has been significantly improved.
The first is to change the style of work. The style of the organization is mainly focused on "six investigations, six observations and six corrections": that is, to check the mind, to see that the purpose of the concept is not strong, to correct the "irresponsible phenomenon"; to check the work, to see the service concept is good, to correct "the door is difficult to enter, the face is ugly, Check the discipline, look at the organizational concept is not strong, correct the "loose, scattered, lazy" phenomenon; check the police, look at the "military image" is good, correct the police disrepair, poor courtesy Check the style, look at the pragmatic concept, correct the work style of "floating, floating, and virtual"; check the unity, see the overall concept is good, and correct the "liberal" thinking. In the whole process, the leading cadres insisted on starting from me, dare to expose the ugly and bright, and do "three do not let go", that is, the problem is not fixed, the cadres and soldiers are not educated, and the rectification measures are not Do not let go. Through the whole process, the organs are transformed into strict, scattered into tight, lazy turned into diligent, all departments sing "one-man show" into a joint management, the organization's work order, work style have changed a lot.
The second is to grasp the set specifications. In the internal setting of the detachment organs, we insisted on strict requirements of the standards of the regulations and regulations, and resolutely achieved the "three unifications": that is, uniform office facilities, unified system suspension, and uniform recording standards, effectively changing the confusion of previous office settings and different standards. phenomenon. We have further strengthened the standardized management of the police detachment, adopted centralized accommodation and unified management methods for police personnel, and demanded that all work of the detachment be equal to that of the grassroots squadron. Made an example.
The third is to improve the system. In accordance with the requirements of the Regulations and Regulations and the "Regulations on the Administration of Officers and Soldiers of the Public Security Fire Department and the Management of the Camp Areas", we have formulated the "Regulations on the Administration of the Institutions and Operas", the "Mission Control System", the "Vehicle Use System", and the "Police and Discipline Inspection System" and 27 kinds of systems, such as commuting and housekeeping, housekeeping and spot checks, and compiling these systems into a book, a manual, requiring everyone to memorize and consciously abide by, so that everyone is under the system constraints, everything is in the system management Among them.
The fourth is to grasp the quantitative assessment. The detachment has formulated the "Detailed Rules for the Evaluation of the Work of the Organs" in accordance with the "Standards for the Standardization of Organs", and evaluates the cadres' ethics, work order, work attitude, and performance of duties, and the heads of duty lead the cadres on duty to conduct random inspections. A total weekly review, comprehensive evaluation at the end of the month. In the spot check, if it is found that the police capacity is not complete, late and early leave, and the work task is not completed in time, in addition to deducting the corresponding test score, a certain attendance fee is deducted. Strict evaluation has established a good office order, effectively promoted the enthusiasm of the cadres at all levels and improved work efficiency. In the first two years, the work of the four departments of the detachment was among the top three in the province.
Pay close attention to the standardization construction of the Jinggangshan Brigade, and promote the management of grassroots units to a comprehensive level. Ji'an City has jurisdiction over 2 districts, 10 counties and 1 city, and the detachment has 13 brigades and 15 squadrons. In recent years, in accordance with the objectives of the “Hardware Construction Grade, Software Management Level, Fire Fighting and Fire Fighting Steps” proposed by the corps, we have strengthened the construction of grassroots infrastructure and made significant changes in the grassroots camps. The large squadron became a garden-style unit and a local “attraction”. However, in terms of management, the difference is relatively large, and the phenomenon of “loose, scattered, chaotic” still exists in some grassroots units. In order to unify the standards and modes of grassroots force management, in accordance with the deployment and requirements of the corps, we have carefully grasped the pilot work of standardized management of the Jinggangshan Fire Brigade to pilot the formation of basic models and ideas for grassroots management, and to promote and promote the city's military management with the Jinggangshan Brigade. The improvement of the standard.
Grasping the management of grassroots units, we always grasp one thing, that is, to harmonize the standards, unified settings, unified systems, and unified requirements in strict accordance with the two regulations of the regulations and the fire department. On this basis, combined with the characteristics and advantages of the city, seize two important links:
First, everyone participates in management and pays close attention to education. Both cadres and soldiers are managers and managers. We must not only play the role of management and supervision of cadres, class, and backbone, but also play the role of management and supervision of other soldiers, thus forming a good situation in which all employees participate in management. Through the pilot in Jinggangshan, we have set up “six small members” in each class: namely, the regulations and regulations counselors, the ideological contradictors, the safety work supervisors, the police officers, the equipment and equipment custodians, and the health and disease prevention inspectors. They supervised and managed the work, training, study and life of the officers and men of the whole team. They used 20 minutes to comment on the feedback every night before going to bed. The feedback was linked to the growth and development of officers and men, creating a kind of management for everyone. Everyone is an atmosphere of being managed. One day, when the morning squadron was instructed, the squadron instructor led the flower to slant, and a class attire did not meet the requirements of the regulations. The police squad was immediately corrected and the deduction points were registered in the quantitative assessment. Another time in the labor of cleaning up the landslide, a soldier’s foot was scratched by nails. He thought that it was not too important, and he did not say anything, but this was discovered by the safety work supervisor and immediately reported to the squadron cadre, the squadron. The cadre took him to the hospital and hit a tetanus to ensure the health of the soldiers.
The second is to focus on the education orientation. At present, there are many only children in the soldiers. They are spoiled at home, spending a lot of money and being hard-working. In response to these new situations and new problems, we have given full play to the advantages of Jinggangshan as the famous revolutionary traditional education base in the country, and insisted on carrying out the "Double Six One" ideological education with the characteristics of Jinggangshan, that is, the new warriors enlisted or just transferred to the brigade. First of all, we must accept the "entry into the team six education." When the veterans retired, they carried out the "six-one education from the team", which enabled the officers and men to establish a correct outlook on life and values ​​and lay a solid foundation for their thinking. Through the pilot, the Jinggangshan City Fire Brigade has truly realized the goal of management promotion and management of combat effectiveness. In Jinggangshan, the fire brigade is a brand that is well-known, whether it is the party and government leaders, or the general public, all praised this team. The brigade twice won the collective third-class merits; on the occasion of celebrating the 80th anniversary of the founding of the party, the general party branch of the brigade was commended by the Central Committee of the Communist Party of China, and was awarded the honorary title of “National Advanced Grassroots Party Organization” by the Central Organization Department. Rongji collectively ranked second-class, the squadron was rated as "National Advanced Tianjin Squadron" and "National Post Training Advanced Squadron" by the Ministry of Public Security. In August XX, the contingent convened a “site meeting for the standardization management of grassroots units” in the Jinggangshan Brigade. By promoting the management experience of the Jinggangshan Brigade, the management of the grassroots units of the city has undergone significant changes and has taken a new step.
Second, highlighting the "two key points", taking the lead in promoting the management and management of the military, it is strictly controlled and lost. Strict, must be strict first. Therefore, in the management of the troops, we highlight the two key points of the police officers and non-commissioned officers, insisting that the cadres take the non-commissioned officers and the soldiers with the non-commissioned officers.
Highlight the focus of cadre management. To grasp the management of cadres, we must focus on solving two problems: one is the issue of responsibility and the other is the issue of management. To strengthen the cadre's sense of responsibility, all cadres must be required to "be in the army, the soldiers in the heart, and the heart in the camp", to achieve "five-in-one" with the soldiers and to achieve "six in place." However, it is not easy to let the grassroots cadres do this. Therefore, on the basis of summing up the previous experience and lessons, we have carried out a “comparison to one-on-one” activity in the city’s forces: that is, than the internal affairs, to see who is the norm of the house; than the image, to see who is alert; See who is strong; who is better than work. Encourage cadres to guide soldiers with exemplary behavior and influence soldiers with personality power. At the same time, we have further strengthened democratic supervision. The detachment unified the "opening of the cadre five-column public column" at the grassroots level and the squadron. It was filled out by the duty squad, and the cadre "five-in-one" situation was announced every week, so that all cadres were subject to public supervision. Especially after the recruits arrive in the army every year, the military and military officers of the detachment will issue a officers and men's contact card to the recruits, announce the mobile phone number and contact number, and clearly indicate that all the cadres and class representatives violate the regulations or regulations in management, or they If the model is not strong, you can call the detachment leader directly. At the beginning of last year, a class was organized in training. The method was simple and the training intensity was too large. A thin and small recruit could not afford to eat, and he had the idea of ​​fleeing the troops. However, after seeing the officers and men’s contact card, he held the idea of ​​trying. The telephone number of the detachment leader was dialed, and the detachment leader immediately organized the relevant departments to work on the spot, so that the problem was satisfactorily resolved.
In the daily management, the detachment established a telephone name system. Every week, it insists on calling the grassroots cadres from time to time. It is implemented by the detachment political department or the head of the duty. Sometimes, it is named by the wireless network, and sometimes it is directly called by the grassroots unit. For the one-time non-placement, the city reported criticism, twice to the detachment for inspection, more than three times, not only transferred from the original post, but also delayed the promotion of the ranks and promotion for half a year, effectively preventing the cadres from leaving the army and leaving the camp. At the same time, we also carried out the selection of "a grassroots pair of good officers" activities, twice a year by the soldiers democratically elected, the year-end detachment party committee comprehensive evaluation, the evaluation of five pairs of "basic a pair of good officers", so that the grassroots large, squadron owners The official consciously placed his position, used the right to fight for power, and did not dismantle Taiwan, effectively promoting the construction of the grassroots team.
Highlight the focus of the management of non-commissioned officers. After the implementation of the new non-commissioned officer system, the army management faces many new situations and new problems. How to strengthen management, guide the position of non-commissioned officers, strengthen the backbone consciousness, and the attitude awareness is the primary problem. To this end, we have focused on three areas of work:
The first is to strictly control the quality and work hard at the "entrance". We insist on the implementation of "three priorities, one standard" in the selection of non-commissioned officers: that is, the priority of training, the priority of professional technology, the priority of the backbone, the selection of the first phase must be "qualified" in each year. standard. And insist on the lack of indiscriminate, to achieve "four have four no", resolutely resist the bad phenomenon of saying love, handing out, pulling relations, greeting, to ensure the high standards of the noncommissioned officers. For example, at the end of XX, Wang Xijie, the soldier of the Yongxin County Fire Brigade, usually squandered and relaxed, and his self-requirement was not strict. When the non-commissioned officers were selected and changed, they were looking for people to talk about feelings and relations, but the detachment adhered to the principle and paid full attention to the opinions of the people and the evaluation results. According to exclusive retired.
The second is to pay attention to the help of the band, work hard to play a role. We let the non-commissioned officers serve as small instructors for ideological work, small faculty members on the training ground, small counselors for science and technology culture, and small administrators for daily life. They often give them pressure, tasks, and methods, and fully mobilize the enthusiasm of the non-commissioned officers to make them become The coach of training, the assistant of management, the model of work. In the work, we strictly implement the six measures of heart-to-heart, regular analysis, debriefing, inspection and comment, comprehensive assessment, and last-minute help, so that the officers at all levels can be put in a position and work hard. More than 80% of the officers in the city have more than 90% of the officers. The award was awarded as an advanced model.
The third is to strictly implement the "Regulations" and work hard in accordance with the law. In accordance with the requirements of the NCO's Management Regulations and the "15 Prohibitions of Officials and Soldiers", we further tightened the management of non-commissioned officers, insisted on strengthening the "Bing" consciousness of the non-commissioned officers, treating the non-commissioned officers with the compulsory soldiers, and the same requirements. Standards, work is not treated individually. Anyone who finds a class of non-commissioned officers wearing leather shoes and using a mobile phone or a bp machine will be collected. In XX, we collected 2 mobile phones, 3 bp machines, 3 pairs of leather shoes, 2 sets of plain clothes, and 5 non-standard belts at the grassroots level. We also criticized the non-commissioned officers in the city and delayed the half-year promotion. The file effectively prevents the specialization of the non-commissioned officers. At the same time, we have formulated the "School Management Assessment Standards" in a timely manner, and carried out follow-up evaluations on the work, study, and life of various non-commissioned officers. Weekly appraisal, monthly announcement, and quarterly comprehensive commentary. The detachment command also insisted on comprehensive supervision of all non-commissioned officers every month. If the evaluation results are poor and the performance is not strong, not only the city will report criticism, but also postponed the promotion, and if the situation is particularly serious, the non-commissioned officers will be disqualified.
Third, pay close attention to the "four implementations", discipline and promote management and seize the implementation of the order education. We have strengthened the regular study of the regulations: First, we concentrate on time systematics. Every year, recruits must concentrate on a certain period of time, and learn the rules in the original and chapter by chapter. The second is to grasp the key points and learn repeatedly. For military personnel, discipline rewards and punishments, behavioral norms, daily systems, safety work and other important content, organize officers and soldiers to study repeatedly. The third is to seize the opportunity to learn collectively. Make full use of important occasions such as seasonal alternation, major festivals, and retreat of soldiers to organize learning. The fourth is to find problems and learn in time. Combine the problems that occur in daily management and organize learning in a targeted manner. The fifth is to insist on the system to learn frequently. We will conscientiously implement the "weekly school day and monthly test day" system to ensure regular and institutionalized learning. Sixth is a variety of flexible learning. Encourage learning by organizing articles, knowledge contests, academic speeches, publicity announcements, and pre-team questions. Ensure that officers and men truly understand the content of the order, eat through the spirit of the order, be familiar with the requirements of the order, and master the standards of the order. Since the issuance of the "Regulations on the Management of Soldiers" and the "Regulations on the Management of Officials" issued by the Fire Department of the Ministry of Public Security, the detachment attached great importance to it and immediately organized the troops of the city to study and implement. In the course of study, we insist on the system of weekly study and weekend examinations, and require each soldier and each non-commissioned officer to learn the original place and do three books. During the visit, the headquarters often used the test and question forms to test the learning effect, effectively improving the enthusiasm of all soldiers and non-commissioned officers.
Grasping the implementation of safe work. Although the safety work is not a central job, it affects the work of the center. Focusing on people and vehicles, the detachment further formulated the "Safety and Accident Prevention Work System" and established the "Safety Work Responsibility", that is, the detachment and the brigade, the brigade and the squadron, the squadron and the class, the class and the individual must sign the "safe work." "Responsibility" has formed a management mechanism of "a heavy burden on everyone, and everyone has a goal on the shoulder." At the same time, we insist that the squadron has safe learning, the team has safety education every month, and the detachment season has a system of security situation analysis. According to the characteristics of different periods and different tasks, the organization organizes troops to carry out safety education and tidy activities, so that officers and men are always safe. Root string. In particular, we have strengthened vehicle management and strictly dispatched vehicles and follow-up systems. When a car leaves its jurisdiction, it must report to the leadership of the detachment headquarters and agree to go out. In normal times, we pay attention to the daily inspection of vehicle equipment. 15 minutes before bedtime every day, the duty team organizes inspections and reports to the duty team leader as required, so that the squadron cadres understand the vehicle performance and equipment status, and eliminate some hidden dangers in time. Thereby ensuring the safety and stability of the troops, the detachment has no accidents for three consecutive years.
Pay close attention to the implementation of the visit system. In order to ensure the overall management and construction of the troops, we took advantage of the experience of the Tianjin Fire Corps and established a visit and supervision mechanism suitable for the management needs of the troops. First, the detachment set up a leading group for the visiting work of the chief officer, four department leaders as members, equipped with visiting vehicles and special packages for visiting, and established weekly visits to the city brigade, monthly to the county. The system in which the brigade visited once. Second, during the visit, the detachment was to "practical, dynamic, and hard" to maintain the seriousness of discipline. We have adopted methods such as unannounced visits during the day, night-time surprise investigations, and key holidays and holidays. We must not only check the preparations for the war, study and training, and the management of a group of food, but also the relationship between officers and soldiers, the relationship between the police and the people, the construction of a clean government, and the voices of the grassroots. All the problems found are exposed in the notification, and there is no mercy. Third, the reward and punishment are strict. The detachment will conduct a general evaluation of the visits every quarter. For the first unit, the golden bronze medal of the "Advanced Unit for Military Management Education" will be hoisted in the camp. For the last unit, the yellow card of "Unqualified Military Management Education" will be hoisted. And rectification within a limited time, after the review is qualified, it can be removed. Any unit that has been hanged for two times will not be evaluated first. In March XX, the Xiajiang County and Anfu County Brigade were tightly controlled due to management, and the internal affairs of the troops were not standardized. Instead, they were greeted with a yellow card warning. They deeply touched the thoughts of the officers and men of the large and squadrons and issued a month without changing their appearance. The vows of automatic acceptance of the handling, with the efforts of all the officers and men, the army management has been further strengthened, and the mental outlook of the officers and men has changed significantly. This measure effectively promoted the responsibility of the grassroots officers and men, and enabled all officers and men to establish a team consciousness of "team glory, team glory."
Grasp the implementation of reward and punishment measures. First, the establishment of a work responsibility chain system. The detachment implements the joint responsibility system of the party committee to grasp the general, the leadership hangs, and the departmental package. The departments and leaders who strictly stipulate the responsibilities of the hangpoints are responsible for all the work of the escrow unit, so that the leaders and departments at all levels must not only Care about the work within the scope of the business, and also supervise and check other work. The second is strict reward and punishment. In the quantitative management assessment, soldiers who have excellent performance in the monthly examinations will be commended in the honor list; for those who have average grades and mediocre work, they will be criticized in the exposure platform. Moreover, each time the soldiers take the exam, join the party, learn to drive, the sergeant is promoted, and promoted, the quality of the assessment is taken as an important condition. For the cadres, the results will be announced at the end of the year. For those who have strong abilities, good quality, and pioneering spirit, the cadres who have excellent performances will be assigned to the post of the official. For those cadres who are "maintaining the stalls, mixing their wives, accompanying their wives, holding their children, and collecting tickets", those who fail to pass the examinations are all trained in off-the-job training, postponing the promotion and promotion, and serious violations of discipline, and adopting organizational measures. Last year, we had three cadres who were sent to the corps to teach the brigade to conduct off-the-job training because of the unqualified evaluation. This further stimulated the enthusiasm and creativity of cadres and soldiers to obey the management and work hard.
Fourth, standardize the "four major orders", and grasp the promotion of management to establish formal duty, training, work and life order is the basic project of the regularization of the army, and is an important task of management education. To this end, we further standardized the four major orders of the troops according to the actual situation of Ji’an:
The first is to standardize the order of duty. In strict accordance with the requirements of the "Duty Order", we have established a three-level detachment and a two-level duty duty system for the brigade. We insist on reporting safety every day and every week, and the shift is carried out every Monday morning. The department is responsible for the overall situation. Let leaders at all levels keep abreast of the dynamics of the city's troops. In normal times, we have improved various systems such as equipment inspection. For example, the parking day system, that is, every Saturday on the day of the parking lot, in addition to checking the vehicle equipment and duty handover, the class will also conduct assessments on the functions of all equipment functions and usage methods to the cadres, prompting the officers to The performance and usage of all equipment are well known.
The second is to standardize the training order. In accordance with the requirements of the Training Guidance Law, all classroom teaching, physical fitness, skills, and tactical training are conducted in accordance with the procedures of “job preparation, operation implementation, and homework evaluation”. Especially in the implementation of the operation, we have carried out the "five-step teaching method", and the organization is strict, the content is complete, the program is standardized, the management is strict, and the training guarantee is strong, thus ensuring the quality of training and safety.
The third is to standardize the work order. We have improved the operating procedures of various tasks, clarified the post responsibility system, and adhered to the work system of meeting reports, request reports, and summary comments. Between the military and the government, the subordinates and the subordinates have division of labor and cooperation, each of them performs their duties and do their part, and regularly analyzes and studies the army construction and fire supervision, ensuring that all work is planned and carried out smoothly.
The fourth is to regulate the order of life. We focused on the implementation of the one-day living system and the norms of police discipline, demeanor, and internal affairs. For each week's extracurricular activities, we have arranged different contents, so that the daily life of the troops is tense and orderly, and there is a degree of relaxation, forming a good atmosphere of unity, tension and seriousness. At the same time, we strictly harmonized the internal affairs of the officers and men, and strictly required the cadres of the large and squadrons to live in the same room. The housekeeping must meet the standards of the soldiers' dormitory. All items in the camp need to be neatly arranged, that is, the direction of the teeth is consistent, the angle of opening of the windows is the same, the equipment is placed in the same direction, the battle suits are stacked, and so on, so that everyone who enters the camp can feel the troops. The "straight line" and "square" to appreciate the uniformity of the troops.
Through years of unremitting efforts, the city's regularization of the army has achieved certain results. However, we still have a gap from the requirements of the superiors and the standardization construction. In the future, we will comprehensively implement the regulations and "two regulations", earnestly study the advanced experience of the fraternal units, and continue to push the regularization of the troops to a new level.

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