Improve The Subjective Initiative Of The Grass-roots Cadres

At the general manager's office meeting on August 12, 2021, Mr. Wang expounded on improving the subjective initiative of the grass-roots cadres.

Subjective initiative refers to the dynamic role of people's subjective consciousness and practical activities in the objective world. It has two meanings: one is that people can actively understand the objective world. Second, actively transform the objective world under the guidance of cognition.

Improving subjective initiative can improve role cognition

Some management cadres feel wronged when they are criticized by their superiors when they fail to do their work well or complete their tasks within the specified time limit. There are also some management cadres who, in the face of the suggestions of their colleagues, argue with the proponents or even get angry because they are afraid of losing face. We can understand the mentality of newly cultivated young cadres or newly recruited reserve cadres. However, if he is the head of a department or a veteran cadre who has been engaged in management for many years, I think he has no clear understanding of his role, or his subjective initiative in his work is insufficient. Human subjective initiative refers to the unique ability and function of human beings to reflect and transform the world. Consciousness exists in our minds. Although only relying on simple consciousness will not cause changes in objective things, consciousness, as an invisible force, keeps telling us who I am? What should be done? How to do it? In practice, this consciousness always directs us to work hard. When a management cadre's subjective initiative is improved, in the face of problems, he first thinks that this is my own job entrusted by the organization. He will try to solve problems, think about how to do a good job and how to improve the professionalism of himself and the team, rather than being wronged or angry. When a management cadre's subjective initiative is improved, when encountering difficulties, setbacks or even temporary failures, he will overcome the difficulties with a strong will and still maintain full energy and energetic mental state to meet the challenges, rather than being discouraged, decadent or tied up.

Improving the subjective initiative of grass-roots is to enhance the competitiveness of enterprises.

Recently, middle and high-level cadres often receive fourth level and fifth level early warning, including delayed delivery, excessive work in progress, overdue mantissa, and repeated occurrence of similar quality abnormalities. The company starts from the first level when setting early warning. According to the hierarchical principle of bureaucracy, up to the fifth level early warning, each level of early warning will transmit information to the corresponding responsible person through e-mail, SMS and other means. If the person in charge of first level and second level early warning can act quickly and solve problems, it is impossible for the company's senior management to receive so many fifth level early warning. The reason for this kind of situation is only one problem: the subjective initiative of the grass-roots cadres is insufficient, and they do not pay attention to abnormalities and solve problems in time. In modern warfare, there are few large-scale and large regiment operations, which are basically small team operations dominated by Lieutenant officers, or companies and team leaders. The advantage of small team operation is that it can make rapid response and emergency decision according to the development situation of the battlefield. Our company is the same. We should give full play to the subjective initiative of the team leader and let the team leader have the awareness and ability of making decisions and rapid response. The company requires the team leader of each production line to be responsible for the output, delivery date, in-process quantity control and closeout of the production line as long as the materials are on the production line. So, how to improve the subjective initiative of the grass-roots cadres?

Establish a management mechanism of daring to make decisions at the grass-roots cadres.

In order to establish a management mechanism for grass-roots decision-making, the company requires the Standards Office to do a good job in the preliminary investigation, collect what work content belongs to the scope of grass-roots decision-making, what professional qualities and skills need to be prepared for grass-roots decision-making, and clearly define responsibilities, rights and obligations through systems or standards. In addition, the company has also adjusted its organizational structure accordingly. For example, the production line is divided according to quality grade and customer special line, and a T5 team is established. At the same time, we should establish an exemption mechanism for grass-roots units to dare to make decisions. As long as it is conducive to solving problems quickly, we should give grass-roots units corresponding opportunities to make mistakes for some improper decisions caused by non explicit or non-human subjective factors, that is, they can be moderately exempted in terms of accountability or economic compensation.

Improve the professional quality of grass-roots cadres.

If the professional knowledge of grass-roots personnel is insufficient, their basic skills are not solid, and they can’t respond quickly. At this time, the human resources department and QiHang college need to carry out targeted training for grass-roots personnel according to the job responsibilities and KPI indicators of the post and in combination with the research results of the Standards Office. For example, if grassroots cadres lack the spirit of gnawing bones, we will arm their teeth; If the customer's quality standards are not grasped correctly, the quality management department will plan the training; If they are not familiar with the process of ERP system, we should teach them how to operate the system; If the technology fails, let PE strengthen technical training, etc. In short, our training work must be transferred to the level where the grass-roots cadres can respond quickly, solve problems and be good at making decisions.

Establish a grass-roots supervision mechanism for paying attention to abnormalities and rapid response.

In order to give full play to the team leader's rapid response ability, the company requires the manager or deputy general manager to find out how the next level of early warning responds, whether the subordinates are realistic and act according to the content of the reply when replying to the early warning information, and copy and paste the content of the subordinate's first level early warning reply into the email of the current level of early warning reply. The purpose of this is to activate the subjective ability of the team leader, so that the team leader can act quickly, pay real attention to early warning and solve problems.

Improving the subjective initiative of management cadres is to improve their role understanding, urge them not to avoid problems, dare to face reality, maintain a good fighting spirit and mental state in the face of problems, and do not grievance, complain, discouraged and decadent. Improving the subjective initiative of the grass-roots level is to improve the competitiveness of enterprises. Through the establishment of mechanism and professional training, the grass-roots level can dare to make decisions, be good at making decisions, respond quickly and solve problems, so as to win the competitiveness for the development of enterprises.