How to unify management and service?

It is often said that "management is in service" is easier said than done. It is not easy to handle the relationship between them in practical work, and how to handle the relationship between them is directly related to people's views on grassroots cadres. When there is a contradiction between the two, how should they be unified in practice? This issue will discuss this. —— Drawing up "Watermelon Map", improving the relationship between cadres and masses, changing ideas and solving problems. Privately, I heard some grassroots cadres complain that compared with the past, the masses are becoming more and more difficult to manage. No matter what we say, some people just don't listen and want to push you back. In fact, for grassroots cadres, management and service are not contradictory. The key lies in the change of ideas. The core lies in whether it is really for the masses. If we use the concept of service to do management, the masses will naturally welcome it. The cost of changing ideas is very low, but the benefits are great. Jinan city management has put forward the transformation from "managing the city for the city" to "managing the city for the people", and a concept has changed the new look of the relationship between cadres and the masses. Every summer, many melon farmers near Jinan go to town to sell watermelons, set up stalls and throw melons everywhere, which hinders traffic and affects the city appearance. In the past, the way was chasing, not selling, chasing everywhere. After changing the concept, Jinan City Management went to the suburbs to investigate the watermelon production, estimated the number of melon farmers who went to the city to sell melons, then went to the neighborhood Committee to study which spots could be used as selling melons, and finally drew a "watermelon map" and sent it to the melon farmers, telling them that they could sell at these spots, not only without fines, but also without money. A "watermelon map" not only allows melon farmers to sell melons with peace of mind, but also allows city people to eat fresh watermelons and solve the problems that have plagued them for many years. The masses are the hardest backstage for grassroots cadres. Only by taking them to heart can they make you sit on the stage safely. The example of "Watermelon Map" shows that grass-roots cadres should be good at changing their concepts and sincerely regard the masses as the object of service, not the object of management and control. When serving the people, as long as we turn our position to the masses, rely on their feelings and put ourselves in their shoes to think about useful service tactics, we will receive unexpected results. Gaoyang County, Dongchangyi, Yue Guang, Shandong Province, which has not been to Beijing or the provincial capital for five years, can be used as a "drug primer". I am a grassroots discipline inspection cadre. At present, the stability of letters and visits is called one of the most difficult tasks in grass-roots management, so that some places and units often regard receiving visits as "intercepting visits". However, in the past five years, there has been no collective petition to Beijing or the provincial capital in our county, which has maintained social harmony and stability. Exploring the mystery, the director of the Letters and Calls Office who has been engaged in letters and visits for more than 10 years gave the answer: if you want to manage it well, you should take service as the "medical introduction" of management. Indeed, no matter how good Chinese medicine is, it is difficult to exert its curative effect without the assistance of "medicine primer". In order to facilitate the people to petition, a striking signboard was installed next to the door of the petition room, and the door was opened to welcome guests during working hours. When people petitioned, the interviewer got up to meet them. Please sit down first, and then serve tea to resolve the anger and resentment of the petitioners. Sit face to face with the petitioners during the interview, listen first, and then analyze every word the petitioners say. Be sure to answer questions and answer cases. The reasonable and lawful requirements of the petitioners, actively coordinate and settle within a time limit; For individual unreasonable troublemakers, move with emotion, understand the law, and understand it with reason. Usually, most petitioners come angrily and walk away with a smile on their faces. Not only that, the petition office also uses rural mass workstations to regularly send cadres to grassroots workstations to actively "find" and strive to find problems and contradictions at the grassroots level and resolve them at the grassroots level. Doing practical things and doing good deeds for the people can not only eliminate the hidden dangers of collective going to Beijing and petitioning the provincial capital in time, but also maintain the harmony and stability at the grassroots level. In fact, not only the petition work, but also the grass-roots work should follow the concept of "taking service as the medicine introduction of management", attach importance to the role of service in social management, promote management with service and enhance the effect. When Zhao went to a remote village in Levin, Hebei Province, how did he change his face and win respect and trust? During my work in the countryside, I often went to a remote village. In the past, there were scattered residents, inconvenient transportation and backward industries. During the transitional period, the masses fell into the struggle of clans and factions. Local party committees and governments often send working groups to help the village "two committees" change their terms and carry out large-scale industrial hematopoiesis to help the poor, but for many years, the industrial structure has still not been adjusted, and the credibility and appeal of the party committees and governments have also dropped sharply. Later, after investigation by the local party committee and government, it was found that the crux of the original work was not that the party committee and government did nothing, but that they intervened in too many village-level affairs, and the imposed management and services aroused the resentment of the masses. Since then, the local Party committee and government have changed from "leadership" to "guidance", treated the change of the village "two committees" team or industrial development, fully respected public opinion, helped the masses to choose the members of the village "two committees" they wanted, and provided information and technical services urgently. As a result, within two years, local agriculture has become more and more prosperous, contradictions and disputes have decreased, and people's income has increased. Some rural cadres like to think of themselves as leaders who manage power and people. They always think that I am the leader. If I serve you, you have to listen to me, and you have to do it according to my arrangement. As everyone knows, such cognition and practice are not only not understood and supported, but also affect unity and development. As service providers and managers, we should fully respect the masses, make them managers, and help them manage their own affairs, instead of taking care of their affairs and making them passive managers. Neither can the masses passively accept unnecessary services, nor can they feel that they are accepting charity. Instead, let the masses feel that the purpose of service is to help them sincerely and give them "fish" at the same time, so that the masses can trust you and support you. There is no essential conflict between the government of Li Yongqiang, Hezhou City, Guangxi, and the people's afforestation. Grass-roots cadres are not as good as "serving the people" in dealing with ordinary people, and the difficulty of work is especially reflected in the handling of various contradictions. Comrades who have heard of township work complain that, according to regulations, it is strictly forbidden to grow crops in woodland. Anyone who grows crops illegally will not only be dealt with, but also bear criminal responsibility if the circumstances are serious, and this well-known policy of returning farmland to forests is even more difficult to implement. Some people grow food in forest land, but they refuse to change after repeated education. Leading township cadres to "destroy grain" every year. As soon as the food was destroyed, the people cried and even clamored to petition. Faced with this situation, we can only continue to grit our teeth except persuasion and verbal abuse. Some grassroots cadres concluded that dealing with ordinary people is really scary! I don't think so. Take this example. The government "destroyed grain" to protect the environment. For who? Ordinary people; People plant woodlands to produce more food. Why? Get rich! There is no real conflict between the two. If the people find a new way to get rich and get more benefits, who will risk the crime to destroy forests and open up wasteland? By analogy, the "tension" between many grassroots cadres and the masses is not only a simple conflict between "management" and "being managed", but that grassroots cadres have no hands in strengthening management and serving the masses. Some cadres are "afraid of the people" because they know that the people are not satisfied with themselves and they are unable to "talk to the people and listen to their voices". Conversely, let the people live a good life and everyone will buy it. It can be seen that "fear of the people" is not as good as "for the people", but more is to put forward ideas from the standpoint of the masses to meet their interests. Such grassroots cadres are bound to be popular. Wang Huiying in Meihekou, Lin 'an, Jilin provides "nanny-style" service for hickory industry. First, excellent service, and then excellent management. Grassroots cadres are in the front line of contacting the masses. Sticking to the concept of "management" is outdated and empty, and the result is that there is no way to manage it. Only by providing quality services to the masses first can effective management be realized. Carya cathayensis is a pillar industry of agricultural economy in Lin 'an City, Zhejiang Province. But in the past, accidents, casualties, disputes and fights occurred from time to time, and how to manage them once became a difficult problem. After local reflection, it is believed that the main reason is that the service is not in place, farmers have to spend the night in the forest to guard against theft, and the harvest often grabs the time to market prematurely, resulting in more friction and low income. After finding the crux, the local unified organization patrolled the forest, unified the picking date, and provided "nanny-style" services from the cultivation of improved varieties of hickory, pest control to sales channels and accident insurance. As a result, farmers voluntarily accepted unified management, and the problem was solved. In the words of farmers, it is "the party Committee and government send services to the door. What reason do we have to refuse? " Service is the emotional bond and the "bull's nose" of management. From management to service, it is a leap in cadres' thinking. Understanding management as the relationship between management and being managed is easy to cause a sense of distance between the party Committee and the government and the people; Putting service first, reducing the image of cadres and improving the status of the masses embodies the relationship between public servants and clients and interprets the party's purpose of cadres. It is not difficult to explain why management based on serving the masses can often achieve twice the result with half the effort. Xu Chengping of Hangzhou, Zhejiang Province dares to sing "bad face" to crack down on illegal buildings and reverse the situation of disorderly building. I am a grass-roots civil servant, and I have been in the township for more than five years. It is often said that the main function of villages and towns is to serve the people better. There is nothing wrong with this, but you can't escape the responsibility of management in the name of service. We can't say that "service" is for the whole people, for all people and for all people, and that "service" is to please and accommodate some people blindly, that is, to take a detour when encountering problems, kick the ball when encountering contradictions, frown at unhealthy trends, and "turn a blind eye" to some behaviors that violate policies. For example, in the township where I used to work, some villagers occupied cultivated land to build houses and built houses in farmland on both sides of the road. Individual village cadres not only failed to stop this phenomenon, but sheltered, sheltered and connived. This kind of behavior is not only a service, but also a connivance of bad behavior, which leads to passive work. Later, the secretary of the village branch was adjusted. While preaching the importance of the policy of protecting cultivated land, the new secretary dared to strengthen the management and enforcement of illegal buildings with "ferocity", "bad COP" and "crackdown", thus reversing the situation of disorderly construction. We should not only serve the masses well, but also do a good job in management, and insist on paying equal attention to management and service. The ultimate goal is not to satisfy a handful of people, but to satisfy the vast majority of people. Therefore, grassroots cadres should guard against neglecting management in the name of service, and at the same time pay equal attention to management and service, safeguard and develop the interests of the majority. The dispute over the preservation and abolition of the green belt in Ding Wei District of Gao 'an, Jiangxi Province, embodies the unification of management services. The key problem is that there is a small green belt outside the wall of a resettlement community, which lacks maintenance and is overgrown with weeds. The residents of the community began to cultivate land and plant vegetable crops, which grew well and was regarded as a landscape. Recently, however, the community posted a notice saying that these crops are harmful to environmental sanitation and asked residents to clear them themselves, otherwise community cadres will lead the team to rectify. Residents can't figure out why community cadres should take care of their own reclamation sites, which are actually messy wasteland. However, some merchants attached to the wall of the community wantonly destroy greening, even change the original appearance of the wall and occupy the land of the community, but community cadres do not stop it? This is only a trivial matter, but it reflects the position of grassroots cadres in dealing with the relationship between management and service. As community cadres, it is their duty to manage the community and serve the residents. However, if there is deviation in the station, there may be problems of poor service and inadequate management. Those crops outside the fence, if community cadres can provide thoughtful services and maintain greening at the beginning, will there be a story of rectification later? Another example is the problem that businesses destroy green and occupy the area of the community. If community cadres manage in time and stop it at the first time, will residents still "pick holes"? It can be seen that the key for grassroots cadres to achieve the unity of management and service lies in positioning. Only by standing in the right position, truly thinking for the masses and serving the people wholeheartedly will the credibility of grassroots cadres rise and grassroots management will inevitably become more mature. Yu is a cadre in Pudong, Shanghai. He wants to mingle with the villagers, but he insists that the policy should not be discounted, and his friends should not "do as the Romans do" and "casually" work in township police stations in remote mountainous areas. He often complains that some grassroots cadres are most afraid of dealing with villagers, and when dealing with villagers' disputes and mediating social contradictions, they rigidly implement policies, and villagers do not buy it. The direct result is that they stick to the policy from time to time. On the other hand, some grass-roots cadres mingle with the villagers and handle problems with ease. However, in adhering to the policy, there are also cases of discount and edge ball. In fact, there is no contradiction between doing as the Romans do and adhering to the policy, and there is no necessary connection between close relations between cadres and the masses and reducing the principle of the policy. Facing the residents, grassroots cadres should first integrate into the residents, truly adhere to dialect slang, serve pragmatically, abandon bureaucracy, blend in with the people, and truly turn themselves into "people in that village." Only in this way can they win the trust and support of the people. Second, we must have the courage to adhere to the policy. Grass-roots cadres are both service providers and managers, and the country's major policies are implemented through grass-roots cadres. When explaining policies, it is necessary to turn hard and cold policy provisions into language that the masses can easily understand and accept, and into concrete facts that are closely related to the masses. When implementing policies, we must be legal and more reasonable, and resolutely act according to policies and regulations. We can't just slim down policies, loosen regulations and decompress regulations. Justice must not be abolished because of personal feelings, and the collective is harmed because of one person. Therefore, grassroots cadres should do as the Romans do, mingle with the masses, adhere to principles, win the understanding and support of the majority of the masses, and truly safeguard the fundamental interests of the masses. The management and service of Hu Chuanlong's reader recommendation in Yuzhong, Chongqing are not contradictory, but mutually integrated and promoted. Only by acting in accordance with the law, strengthening management with a rigid system, standing on the people's side and serving the people effectively can the pace of development go more steadily and further. —— Jiujiang, Jiangxi Management is art and service is the purpose. The two seem to be independent of each other, but they are closely related in essence. Management is like a ship and service is like water. Only by improving the service level can management adapt to the rising tide and move forward quickly along the right channel. -Shandong Zou Linggang Improving the level of serving the people is the basis for strengthening social management. Grassroots cadres should always put themselves in the shoes of the masses. They should maintain fairness and decency in management, and do not do things that people scold, such as intimacy, saying one thing and doing another. -Sun Beijing Changping service is an important means to improve management. Only by making service ahead of management and making service a lubricant and catalyst of management can management be smooth, natural, harmonious and orderly. —— Gao Pingxi service and management in Linyi, Shandong Province are actually complementary, with the same foothold, both for realizing the fundamental interests of the broad masses of the people. However, if even the service is difficult to reach the designated position, how can the masses treat you as one of their own? -Xiaogan, Hubei said that whether it is management or strong service, the masses will see whether cadres can be out of public interest. Cadres who are responsible for public interests dare to take responsibility and overcome difficulties. They don't beat around the bush in front of the principle, they are merciless, and even the stubborn masses can understand. -Cheng Jiande, Zhejiang Ordinary people are not unreasonable. The reason why they have "resistance" to some management is related to blunt management techniques. This requires grassroots cadres to join the "lubricant" of sincere service in every link of management. -Yin Yijun, Baoshan, Yunnan