Office director job duties
The duties of the office director generally include five aspects: responsibility, staff duties, management responsibilities, coordination responsibilities, and leadership responsibilities.
Undertaking responsibility The responsibility of the office refers to the implementation and implementation of the leadership decision by the director of the office, and the functions and responsibilities of the functional departments and even the lower-level organs and the grass-roots people. Judging from the content of the work it undertakes, there are generally three aspects:
1. Undertake the collective decision-making of the leadership and the leadership of the individual to make decisions. Leadership decisions are sometimes "unified research, separate implementation", and sometimes lead individual decisions. As the director of the office responsible for the overall affairs of the organization and the unit, it has direct responsibility for the collective decision-making of the leadership and the leadership of individual assignments. Even if the leading comrades are handed over to other departments or other people, the office director has the responsibility to assist in handling; sometimes, some matters that involve a wide range of parties, are not well-defined, and are not suitable for other relevant functional departments, It must be specifically undertaken and implemented by the director of the office.
2. The office of the matter hosted by the higher-level department is not only the comprehensive office of the party and government organs at the same level, but also an independent entity; it is also a subsystem in the entire office system from the central to the local, and it is a part that depends on the whole. Through the strengthening of ties between the offices at all levels, they are both "individually acting" and "cooperating in combat", giving full play to the systemic role and overall effectiveness of the office, so as to better serve the leaders at all levels. Create a successful experience. The office of the higher-level leading organ shall hand over some things to the lower-level government office, and the director of the office shall take the initiative to take the lead or supervise the staff of the office to handle it as soon as possible. The upper-level office and its responsible person have a wide range of matters to be assigned to the lower-level office and its responsible person. In addition to the research tasks, there are specific matters such as information feedback, letter visits, and internal business construction of the system. The first-level contractor handles it carefully.
3. To undertake related matters transferred by various functional departments and subordinate units at the same level. In order to maintain the normal order of the work of the leading organs, all functional departments and subordinate units report to the leading organs and leading comrades for reporting work, often not directly looking for leading comrades themselves. I am looking for the office director first. As the window and link between the unit and the outside world, the office often needs to arrange and handle matters transferred by various functional departments and subordinate organs. For example, if a department wants to set up a business, it must ask the leading organ for approval. After the text is registered by the office of the leading agency, the staff must be handed over to the director. The director of the office should be responsible for contacting the leader to discuss whether to hold a conference study. What kind of meeting is to be held, which people to attend, etc. After the leadership instruction, the director of the office can report the leadership instructions to the functional departments and relevant units and departments at the lower levels for specific implementation.
The specific form of the "Director" of the office director mainly includes "hosting", "going to do", "transfer", and "promotion". "Hosting" is directly responsible for the specific handling; "Participation" will be handled jointly with the relevant departments and units; "transfer" will be transferred to other relevant departments and responsible persons; "Revocation" as "will do", "transfer" It is a useful supplement. It refers to supervising and assisting relevant units, departments and personnel to handle related matters as soon as possible. Whether it is "hosting", "going to do", or "transfer" or "promotion", the director of the office should be serious and serious, and must not be perfunctory and rash.
Staff duties Staff duties refer to the functions and responsibilities of the office director in assisting the leadership decision-making process. Decision-making is the basic function of the instructor. The new situation of socialist modernization requires that leading cadres at all levels work hard to achieve democratization of decision-making. Scientific, in addition to the higher and stricter requirements for leading cadres themselves, it also requires all levels of offices to become effective "think tanks" and "preparities". The director of the office should naturally become the "preparee" and be proactive. Support leadership decisions and earnestly perform their duties. This is not only an urgent need for democratization and scientificization of leadership decisions, but also an important task assigned to the work of the office director in the new era.
The director of the office fulfills his "staff" duties and has its own unique conveniences and advantages:
The director of the office works in tandem with the work of the leadership. Since the work of the office has obvious characteristics different from those of other departments, the leadership determines the work to be grasped, and most of the things that the office director is trying to do. It is precisely because of this "resonance of thinking" that the office director's work ability Cooperating with the leadership's work to facilitate the decision of the office director to assist leadership decisions.
The office director and the leadership have the convenience of frequent contact and can always look for opportunities to present their opinions and opinions to the leader.
The director of the office has a large contact, a well-informed information, extensive external contacts, and objectively provides consulting services to the leaders. The "committee" of the good leadership provides convenient conditions. In order to properly perform the duties of "staff", the director of the office should actively organize and participate in various investigations based on the party and state policies and closely focus on the work objectives and main tasks of the region, the department, and the unit, as well as major issues requiring leadership decision-making. Research, do a good job in the collection, screening, and transmission of information, conduct a comprehensive analysis of the large amount of first-hand information obtained in the investigation, go to the rough and fine, go to the false and true, and thus, from the table and the inside, thus propose to complete various tasks and Favorable factors and unfavorable factors for making decisions, feedback to leaders in a timely manner, assisting leaders in implementing scientific grand decision-making and effective command, and ensuring the successful completion of various work objectives and tasks.
To properly play the "staff" duties of the office director, the following two points should be noted:
1. Singing "Taiwan Opera" with the leader under certain circumstances
The director of the office is a dual role. He is both the "big squad leader" of the secretarial team and the " chief of staff" who assists the leadership in decision-making. As the "big squad leader" and "the chief of staff", he is guided by the implementation and understanding of the leadership intentions, and the accuracy and thoroughness of the understanding and implementation as the basic indicators to evaluate the merits of his work; as the "Chief of Staff", Relying on independent scientific research results to serve the leadership, and how many insights can be put forward as a fundamental indicator to evaluate the merits of their work. The director of the office must not only carefully understand the leadership intentions, but also be brave enough to make the leadership and listen.
2. Leading the decision-making before the decision-making, after the decision-making, the feedback is more than the feedback. Before the leadership decision-making, the director of the office should help the leaders to collect a wide range of information closely related to the decision-making through the investigation and research, and then conduct longitudinal and horizontal feasibility studies, after processing and Screening and providing choices for leaders; in the process of leadership decision-making, the director of the office should collect and collate all aspects of feedback through investigation and research, provide accurate basis for leaders to conduct calm and thoughtful thinking, and strengthen the confidence and determination of leadership decision-making; After the leadership decision, the director of the office should understand and master the implementation of the decision-making opinions through investigation and research, assist the leaders to do a good job of tracking feedback, ensure the smooth implementation of the decision, or make timely adjustments based on the changed objective situation.
In the whole process of leadership decision-making, the "staff" duties of the office director are very important. From the perspective of the role of leadership decision-making, the chief of staff of the office can be divided into three types: one is the "shun" staff, that is, the "assisted staff" in the direction of leadership decision-making; the second is " "Reverse staff", that is, when the decision-making intention of the leader does not conform to the actual situation, the "dissuasion staff" conducted by the director of the office; the third is the "lateral" staff, that is, when the leader concentrates on focusing on one aspect of the work, the director of the office In order to avoid the leadership of the "informed staff".
Management responsibility refers to the functions and responsibilities of the Director of the Office in the management of administrative affairs. According to the relevant regulations of the state and the practice of office work, the management duties of the office director mainly have two aspects:
1. Document management Paperwork is an integral part of the daily work of the organization and one of the important means of realizing the functions of the organs. The official document work of the party and government organs refers to the whole process of writing, reviewing, issuing, printing, transceiving, registering, approving, filing, filing, etc., which need to be carried out around the drafting, processing and custody of official documents. Operation process. As the hub of the unit’s integrated office, the office is one of its main tasks. Generally speaking, the office has a secretarial section, a reference room, a confidential room, a printing room, a mailing room, etc., which are responsible for handling specific matters in each part of the official document work. The director of the office manages the paperwork mainly by referring to the methods for handling official documents formulated by the party and government organs at all levels, and establishing and improving various relevant systems in light of the specific conditions of the unit; guiding and supervising the work of the various document processing departments to ensure The application of the official document is applicable, accurate and thorough, ensuring timely, accurate and rapid processing of the documents, avoiding delays and delays in the work.
2. The Director of the Information Management Office assists in the decision-making and plays the staff function, mainly through the provision of applicable information and advice based on the information. Strictly speaking, information work is also a category of paperwork, but since it is an "emerging cause" at all levels of office, and it is very important, it needs special attention from the head of the office. Therefore, it is necessary to list it as one of the management functions of the office director. In this case, the head of the office should manage the information work from the following aspects.
Strengthen the management of information networks. At present, each unit has basically formed an information network centered on the information organization of the unit office, including the information agencies of the lower-level offices. The director of the office should first strengthen the management of the network center, that is, the information office within the office, so that it can take the lead and promote the information network. Second, pay attention to the management of the entire network. Such as a sound system, conduct business guidance to other subordinate or other information agencies at the same level, organize joint actions, and so on.
Strengthen the management of information transfer direction. The direction of information transmission, that is, whether the demand for leadership decision-making is compliant or opposite, is what the director of the office should control and manage. Generally speaking, the information required for leadership decision-making can be divided into two types: First, "tracking-type information" means that after the leadership decision is formed and put into practice, the relevant trends within the scope of implementation are quickly reflected through "tracking pursuit"; The second is "advanced information", which refers to the "information information" provided to the leader before the decision-making can reflect the basis, trend and effect of the decision, or the reflection of its signs and trends before a more important problem occurs. Signaling information".
Coordination responsibilities refer to the functions and responsibilities of the director of the office in relation to internal and external relations, communication, up and down, etc. The office is the central department of information communication in the process of administrative management. The decision-making, instructions, and instructions of the leading organs shall be transmitted to the professional departments, functional departments, subordinate units, and the whole society through the office. The information returned by the departments and other departments of the unit is collected and integrated into the office. The information returned by the office is comprehensively analyzed, analyzed and screened for reference during the leadership decision. As the head of the office of the party and government organs at all levels, the heads of the offices of enterprises and institutions, it plays an important role in the work of connecting and coordinating all aspects.
The director of the office must fully perform his coordination duties, and must focus on vertical coordination, horizontal coordination, and internal coordination. Longitudinal coordination, that is, committed to the communication between the upper and lower levels, the downward movement, the lower sentiment, the close cooperation, and the coordinated work in a coordinated manner. The duties of the director of the office in this respect are mainly reflected in: when the decisions, resolutions, instructions and orders of the superiors are formed, they should be conveyed as soon as possible so that they can be implemented in earnest, so as to ensure that the decrees are unimpeded and ordered to go down; when the subordinates are superior to the superiors When a decision or instruction does not understand or is not fully understood, it is necessary to explain and persuade the work in a serious and responsible spirit; when the lower level has different opinions on the instructions, decisions, and orders of the superior, it must be promptly and accurately reflected. The situation can be reached, in order to facilitate communication up and down, and the pace is consistent; when a certain unit of a subordinate unit is leading, it should actively organize forces to investigate, earnestly sum up experience, and promote it in a timely manner. When a certain unit of a subordinate unit is in a backward state, it is necessary to actively assist the leader to carry out key assistance, "to promote the point", "to bring a point", to make it catch up as soon as possible; horizontal coordination, that is, to "left Coordination of the relationship between the business units of the same level. Some departmental files and regulations of the business department must be submitted to the office director for revision, review, and coordination, so as not to match the requirements of the same matter, making it difficult for the subordinates to adapt; some important work arrangements of the business department, such as Convening meetings for leaders, and conducting assaults and temporary tasks for leading comrades, they must also be coordinated by the director of the office to avoid the "crash" between departments and the "overload" phenomenon. When the business departments and units cause conflicts due to different angles of understanding and handling problems, the director of the office should give full play to his coordination duties, and maintain the seriousness of the policy for matters that have been clearly stipulated in the past, and urge the relevant parties or Assist the leaders in supervising and urging relevant parties to implement them conscientiously; on the basis of carefully listening to the opinions of the parties, we must handle the convergence of the relevant policy spirits and provide solutions and suggestions to the leaders to assist the leaders. Make a ruling, unify the opinions of all parties to the general policy; internal coordination, that is, to work Internal staff, work as an object, making it a harmonious and coordinated work. The director of the office should focus on the coordination of the relationship between the leadership members of the room and the various units in the room. In the leadership team, we must pay attention to the role of deputy, in accordance with the principle of rational division of labor, hierarchical management, according to its specialties, let the deputy responsible for a certain aspect or several aspects of work, in order to give full play to the overall effectiveness of the leadership team.
The unified command of leadership, command and responsibility is the most important condition for playing the role of organization and implementing decision-making. To truly play the leading role of the leader, there must be a daily unified command. The so-called daily command, specifically, the leader assigns tasks or arranges work to the personnel of the organization in accordance with the established decisions and plans, and promptly guides and handles the problems that occur. The daily command of the leader can be roughly divided into two types, namely executive command and contingency command.
Executive command can be called a dispatch command. This kind of command is in the case of the target and the ready-made situation. It is necessary to solve the problem of implementation. When conducting this kind of command, the leader should focus on how to do it and what time to do. The key to success lies in strong perseverance and organizational skills. At work, we must pay attention to two points: First, the deployment, combination of human, financial, and material forces should be scientific and reasonable, and strive to achieve fewer investment and greater results; second, the choice of action timing, to follow the trend, select the most Good time, avoid all kinds of resistance and disadvantages, and use all the help and favorable conditions. For example, if a military commander directs a sports war, there is a problem of capturing the timing of the war. When you can't grasp the weak links of the enemy, don't fight; if you don't occupy favorable terrain conditions, don't fight; if your superior strength has not yet been assembled, you still don't fight. In short, a brilliant commander will never fight unprepared and unsure, the war will win, and the attack will be gram.
Responsive command, which refers to the encounter with new situations in the course of leadership activities, or the occurrence of unexpected events, flexible and maneuvering the command for changes in the objective environment. When the leader is conducting a contingency command, the first thing to consider is whether to continue or not, whether to continue the plan or change the plan. The key to winning is to judge the situation and be flexible. "The Grandson and the Army's Power" said: "The good warrior, seek for it." He said: "The power of good warfare, such as turning back to the stone in the mountains of thousands of cuts." That is to say, generals who are good at commanding war always seek victory by objective conditions such as time and place. They rely on the objective situation to take their own actions, just like rolling a round stone on the mountain. "The stone circle is easy to move, and the mountain height is big." When leaders encounter changes in the situation in the course of their work, they must be flexible in their command of time and in accordance with local conditions. They must not stick to the original plan and remain unchanged.
Undertaking responsibility The responsibility of the office refers to the implementation and implementation of the leadership decision by the director of the office, and the functions and responsibilities of the functional departments and even the lower-level organs and the grass-roots people. Judging from the content of the work it undertakes, there are generally three aspects:
1. Undertake the collective decision-making of the leadership and the leadership of the individual to make decisions. Leadership decisions are sometimes "unified research, separate implementation", and sometimes lead individual decisions. As the director of the office responsible for the overall affairs of the organization and the unit, it has direct responsibility for the collective decision-making of the leadership and the leadership of individual assignments. Even if the leading comrades are handed over to other departments or other people, the office director has the responsibility to assist in handling; sometimes, some matters that involve a wide range of parties, are not well-defined, and are not suitable for other relevant functional departments, It must be specifically undertaken and implemented by the director of the office.
2. The office of the matter hosted by the higher-level department is not only the comprehensive office of the party and government organs at the same level, but also an independent entity; it is also a subsystem in the entire office system from the central to the local, and it is a part that depends on the whole. Through the strengthening of ties between the offices at all levels, they are both "individually acting" and "cooperating in combat", giving full play to the systemic role and overall effectiveness of the office, so as to better serve the leaders at all levels. Create a successful experience. The office of the higher-level leading organ shall hand over some things to the lower-level government office, and the director of the office shall take the initiative to take the lead or supervise the staff of the office to handle it as soon as possible. The upper-level office and its responsible person have a wide range of matters to be assigned to the lower-level office and its responsible person. In addition to the research tasks, there are specific matters such as information feedback, letter visits, and internal business construction of the system. The first-level contractor handles it carefully.
3. To undertake related matters transferred by various functional departments and subordinate units at the same level. In order to maintain the normal order of the work of the leading organs, all functional departments and subordinate units report to the leading organs and leading comrades for reporting work, often not directly looking for leading comrades themselves. I am looking for the office director first. As the window and link between the unit and the outside world, the office often needs to arrange and handle matters transferred by various functional departments and subordinate organs. For example, if a department wants to set up a business, it must ask the leading organ for approval. After the text is registered by the office of the leading agency, the staff must be handed over to the director. The director of the office should be responsible for contacting the leader to discuss whether to hold a conference study. What kind of meeting is to be held, which people to attend, etc. After the leadership instruction, the director of the office can report the leadership instructions to the functional departments and relevant units and departments at the lower levels for specific implementation.
The specific form of the "Director" of the office director mainly includes "hosting", "going to do", "transfer", and "promotion". "Hosting" is directly responsible for the specific handling; "Participation" will be handled jointly with the relevant departments and units; "transfer" will be transferred to other relevant departments and responsible persons; "Revocation" as "will do", "transfer" It is a useful supplement. It refers to supervising and assisting relevant units, departments and personnel to handle related matters as soon as possible. Whether it is "hosting", "going to do", or "transfer" or "promotion", the director of the office should be serious and serious, and must not be perfunctory and rash.
Staff duties Staff duties refer to the functions and responsibilities of the office director in assisting the leadership decision-making process. Decision-making is the basic function of the instructor. The new situation of socialist modernization requires that leading cadres at all levels work hard to achieve democratization of decision-making. Scientific, in addition to the higher and stricter requirements for leading cadres themselves, it also requires all levels of offices to become effective "think tanks" and "preparities". The director of the office should naturally become the "preparee" and be proactive. Support leadership decisions and earnestly perform their duties. This is not only an urgent need for democratization and scientificization of leadership decisions, but also an important task assigned to the work of the office director in the new era.
The director of the office fulfills his "staff" duties and has its own unique conveniences and advantages:
The director of the office works in tandem with the work of the leadership. Since the work of the office has obvious characteristics different from those of other departments, the leadership determines the work to be grasped, and most of the things that the office director is trying to do. It is precisely because of this "resonance of thinking" that the office director's work ability Cooperating with the leadership's work to facilitate the decision of the office director to assist leadership decisions.
The office director and the leadership have the convenience of frequent contact and can always look for opportunities to present their opinions and opinions to the leader.
The director of the office has a large contact, a well-informed information, extensive external contacts, and objectively provides consulting services to the leaders. The "committee" of the good leadership provides convenient conditions. In order to properly perform the duties of "staff", the director of the office should actively organize and participate in various investigations based on the party and state policies and closely focus on the work objectives and main tasks of the region, the department, and the unit, as well as major issues requiring leadership decision-making. Research, do a good job in the collection, screening, and transmission of information, conduct a comprehensive analysis of the large amount of first-hand information obtained in the investigation, go to the rough and fine, go to the false and true, and thus, from the table and the inside, thus propose to complete various tasks and Favorable factors and unfavorable factors for making decisions, feedback to leaders in a timely manner, assisting leaders in implementing scientific grand decision-making and effective command, and ensuring the successful completion of various work objectives and tasks.
To properly play the "staff" duties of the office director, the following two points should be noted:
1. Singing "Taiwan Opera" with the leader under certain circumstances
The director of the office is a dual role. He is both the "big squad leader" of the secretarial team and the " chief of staff" who assists the leadership in decision-making. As the "big squad leader" and "the chief of staff", he is guided by the implementation and understanding of the leadership intentions, and the accuracy and thoroughness of the understanding and implementation as the basic indicators to evaluate the merits of his work; as the "Chief of Staff", Relying on independent scientific research results to serve the leadership, and how many insights can be put forward as a fundamental indicator to evaluate the merits of their work. The director of the office must not only carefully understand the leadership intentions, but also be brave enough to make the leadership and listen.
2. Leading the decision-making before the decision-making, after the decision-making, the feedback is more than the feedback. Before the leadership decision-making, the director of the office should help the leaders to collect a wide range of information closely related to the decision-making through the investigation and research, and then conduct longitudinal and horizontal feasibility studies, after processing and Screening and providing choices for leaders; in the process of leadership decision-making, the director of the office should collect and collate all aspects of feedback through investigation and research, provide accurate basis for leaders to conduct calm and thoughtful thinking, and strengthen the confidence and determination of leadership decision-making; After the leadership decision, the director of the office should understand and master the implementation of the decision-making opinions through investigation and research, assist the leaders to do a good job of tracking feedback, ensure the smooth implementation of the decision, or make timely adjustments based on the changed objective situation.
In the whole process of leadership decision-making, the "staff" duties of the office director are very important. From the perspective of the role of leadership decision-making, the chief of staff of the office can be divided into three types: one is the "shun" staff, that is, the "assisted staff" in the direction of leadership decision-making; the second is " "Reverse staff", that is, when the decision-making intention of the leader does not conform to the actual situation, the "dissuasion staff" conducted by the director of the office; the third is the "lateral" staff, that is, when the leader concentrates on focusing on one aspect of the work, the director of the office In order to avoid the leadership of the "informed staff".
Management responsibility refers to the functions and responsibilities of the Director of the Office in the management of administrative affairs. According to the relevant regulations of the state and the practice of office work, the management duties of the office director mainly have two aspects:
1. Document management Paperwork is an integral part of the daily work of the organization and one of the important means of realizing the functions of the organs. The official document work of the party and government organs refers to the whole process of writing, reviewing, issuing, printing, transceiving, registering, approving, filing, filing, etc., which need to be carried out around the drafting, processing and custody of official documents. Operation process. As the hub of the unit’s integrated office, the office is one of its main tasks. Generally speaking, the office has a secretarial section, a reference room, a confidential room, a printing room, a mailing room, etc., which are responsible for handling specific matters in each part of the official document work. The director of the office manages the paperwork mainly by referring to the methods for handling official documents formulated by the party and government organs at all levels, and establishing and improving various relevant systems in light of the specific conditions of the unit; guiding and supervising the work of the various document processing departments to ensure The application of the official document is applicable, accurate and thorough, ensuring timely, accurate and rapid processing of the documents, avoiding delays and delays in the work.
2. The Director of the Information Management Office assists in the decision-making and plays the staff function, mainly through the provision of applicable information and advice based on the information. Strictly speaking, information work is also a category of paperwork, but since it is an "emerging cause" at all levels of office, and it is very important, it needs special attention from the head of the office. Therefore, it is necessary to list it as one of the management functions of the office director. In this case, the head of the office should manage the information work from the following aspects.
Strengthen the management of information networks. At present, each unit has basically formed an information network centered on the information organization of the unit office, including the information agencies of the lower-level offices. The director of the office should first strengthen the management of the network center, that is, the information office within the office, so that it can take the lead and promote the information network. Second, pay attention to the management of the entire network. Such as a sound system, conduct business guidance to other subordinate or other information agencies at the same level, organize joint actions, and so on.
Strengthen the management of information transfer direction. The direction of information transmission, that is, whether the demand for leadership decision-making is compliant or opposite, is what the director of the office should control and manage. Generally speaking, the information required for leadership decision-making can be divided into two types: First, "tracking-type information" means that after the leadership decision is formed and put into practice, the relevant trends within the scope of implementation are quickly reflected through "tracking pursuit"; The second is "advanced information", which refers to the "information information" provided to the leader before the decision-making can reflect the basis, trend and effect of the decision, or the reflection of its signs and trends before a more important problem occurs. Signaling information".
Coordination responsibilities refer to the functions and responsibilities of the director of the office in relation to internal and external relations, communication, up and down, etc. The office is the central department of information communication in the process of administrative management. The decision-making, instructions, and instructions of the leading organs shall be transmitted to the professional departments, functional departments, subordinate units, and the whole society through the office. The information returned by the departments and other departments of the unit is collected and integrated into the office. The information returned by the office is comprehensively analyzed, analyzed and screened for reference during the leadership decision. As the head of the office of the party and government organs at all levels, the heads of the offices of enterprises and institutions, it plays an important role in the work of connecting and coordinating all aspects.
The director of the office must fully perform his coordination duties, and must focus on vertical coordination, horizontal coordination, and internal coordination. Longitudinal coordination, that is, committed to the communication between the upper and lower levels, the downward movement, the lower sentiment, the close cooperation, and the coordinated work in a coordinated manner. The duties of the director of the office in this respect are mainly reflected in: when the decisions, resolutions, instructions and orders of the superiors are formed, they should be conveyed as soon as possible so that they can be implemented in earnest, so as to ensure that the decrees are unimpeded and ordered to go down; when the subordinates are superior to the superiors When a decision or instruction does not understand or is not fully understood, it is necessary to explain and persuade the work in a serious and responsible spirit; when the lower level has different opinions on the instructions, decisions, and orders of the superior, it must be promptly and accurately reflected. The situation can be reached, in order to facilitate communication up and down, and the pace is consistent; when a certain unit of a subordinate unit is leading, it should actively organize forces to investigate, earnestly sum up experience, and promote it in a timely manner. When a certain unit of a subordinate unit is in a backward state, it is necessary to actively assist the leader to carry out key assistance, "to promote the point", "to bring a point", to make it catch up as soon as possible; horizontal coordination, that is, to "left Coordination of the relationship between the business units of the same level. Some departmental files and regulations of the business department must be submitted to the office director for revision, review, and coordination, so as not to match the requirements of the same matter, making it difficult for the subordinates to adapt; some important work arrangements of the business department, such as Convening meetings for leaders, and conducting assaults and temporary tasks for leading comrades, they must also be coordinated by the director of the office to avoid the "crash" between departments and the "overload" phenomenon. When the business departments and units cause conflicts due to different angles of understanding and handling problems, the director of the office should give full play to his coordination duties, and maintain the seriousness of the policy for matters that have been clearly stipulated in the past, and urge the relevant parties or Assist the leaders in supervising and urging relevant parties to implement them conscientiously; on the basis of carefully listening to the opinions of the parties, we must handle the convergence of the relevant policy spirits and provide solutions and suggestions to the leaders to assist the leaders. Make a ruling, unify the opinions of all parties to the general policy; internal coordination, that is, to work Internal staff, work as an object, making it a harmonious and coordinated work. The director of the office should focus on the coordination of the relationship between the leadership members of the room and the various units in the room. In the leadership team, we must pay attention to the role of deputy, in accordance with the principle of rational division of labor, hierarchical management, according to its specialties, let the deputy responsible for a certain aspect or several aspects of work, in order to give full play to the overall effectiveness of the leadership team.
The unified command of leadership, command and responsibility is the most important condition for playing the role of organization and implementing decision-making. To truly play the leading role of the leader, there must be a daily unified command. The so-called daily command, specifically, the leader assigns tasks or arranges work to the personnel of the organization in accordance with the established decisions and plans, and promptly guides and handles the problems that occur. The daily command of the leader can be roughly divided into two types, namely executive command and contingency command.
Executive command can be called a dispatch command. This kind of command is in the case of the target and the ready-made situation. It is necessary to solve the problem of implementation. When conducting this kind of command, the leader should focus on how to do it and what time to do. The key to success lies in strong perseverance and organizational skills. At work, we must pay attention to two points: First, the deployment, combination of human, financial, and material forces should be scientific and reasonable, and strive to achieve fewer investment and greater results; second, the choice of action timing, to follow the trend, select the most Good time, avoid all kinds of resistance and disadvantages, and use all the help and favorable conditions. For example, if a military commander directs a sports war, there is a problem of capturing the timing of the war. When you can't grasp the weak links of the enemy, don't fight; if you don't occupy favorable terrain conditions, don't fight; if your superior strength has not yet been assembled, you still don't fight. In short, a brilliant commander will never fight unprepared and unsure, the war will win, and the attack will be gram.
Responsive command, which refers to the encounter with new situations in the course of leadership activities, or the occurrence of unexpected events, flexible and maneuvering the command for changes in the objective environment. When the leader is conducting a contingency command, the first thing to consider is whether to continue or not, whether to continue the plan or change the plan. The key to winning is to judge the situation and be flexible. "The Grandson and the Army's Power" said: "The good warrior, seek for it." He said: "The power of good warfare, such as turning back to the stone in the mountains of thousands of cuts." That is to say, generals who are good at commanding war always seek victory by objective conditions such as time and place. They rely on the objective situation to take their own actions, just like rolling a round stone on the mountain. "The stone circle is easy to move, and the mountain height is big." When leaders encounter changes in the situation in the course of their work, they must be flexible in their command of time and in accordance with local conditions. They must not stick to the original plan and remain unchanged.
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popular articles
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