What is cadre overhead?

Question 1: What are the positions of Songzan's cadres and how old are they? He is the thirty-third Zampa of the Tubo Dynasty, and in fact he is the king of a country. It can also be said that he was the supreme leader of Tubo at that time.

Of course he is older than the county magistrate. Moreover, he can't talk to the county magistrate or anything, because Tubo was not ruled by the Tang Dynasty until the Yuan Dynasty, so at that time it could be regarded as an independent tribe, just like the Mongols, and Songzan Gambu was like a big sweat. Although Tubo is a combination of politics and religion, Songzan Gambo has also contributed to the history of Tubo.

At the same time, he married Princess Wencheng of the Tang Dynasty, nominally Xu of the Tang Dynasty, but Princess Wencheng was not born to Emperor Taizong, and there was no such blood relationship.

Question 2: How do leading cadres choose and employ people ◎ Chen Youbei is good at selecting and employing people, which is the basic quality of leading cadres. * * * once summed up the responsibilities of leaders in two main aspects, one is to make suggestions, and the other is to make good use of cadres. Whether cadres can be selected reasonably and talents can be brought into full play is the key to improve leadership functions and achieve leadership goals. Then, how do leading cadres select and use talents? First of all, we must overcome the prejudice of knowing people. The most common mistake leaders make in selecting cadres and identifying talents is "prejudice". Prejudice is a preconceived attitude and lacks factual basis. Mainly manifested in the following aspects:-regional prejudice. Some leaders have serious regional concepts and local concepts, and tend to give priority to local cadres and despise and crowd out foreign cadres. -Stereotype bias. That is to identify cadres according to the knowledge and archival materials in their minds. If thoughts and files are positive to a cadre, it is that seeing is believing, and turning a blind eye to its shortcomings and mistakes. Selecting cadres in this way often leads to prejudice. -Age bias. Absolute age: or think that young people are pioneering and quick-thinking, ignoring the role and strengths of veteran cadres; Or think that veteran comrades are experienced and have strong working ability, and reject the role of young cadres. -Perfectionism. Some leaders always hope to get a perfect person when selecting cadres, which is actually impossible. No one is perfect. If you pay attention to people's strengths, you can make good use of them. If you focus on people's weaknesses, you will feel that no one is available. Second, we should eliminate psychological barriers. Besides prejudice, leaders also have some negative psychology in selecting talents. These negative psychology are also psychological obstacles that affect the correct selection of talents. 1. Factional consciousness. The phenomenon of drawing a clear line with "factions", taking "factions" as an example, pulling mountains, engaging in sects and forging relationships still exists. The essence of drawing a line with "factions" is cronyism. Meritocracy or cronyism are two opposing employment routes. We must advocate meritocracy and oppose cronyism. Leading cadres must never take personal likes and dislikes and personal closeness as the standard, let alone engage in sectarianism. 2. jealousy. Jealousy of talents is the most serious psychological obstacle in selecting talents. It directly affects the leader's standard and emotion of seeking talents, not only makes him lose the initiative of seeking talents, but also turns a blind eye, even attacks and stifles talents in front of him. This mentality of being jealous of talents is the enemy of knowing talents and employing people, and it must be resolutely eliminated. Third, we should cultivate the quality of knowing people. Leading cadres should cultivate positive intellectual qualities, mainly including:-strong desire to become talents. Leading cadres at all levels should strive to cultivate a positive desire for success, actively discover talents, and actively select talents with both ability and political integrity. -Love talents deeply. Leading cadres should not only have a strong desire and motivation to seek talents, but also have deep feelings about loving talents. Only by caring for cadres and protecting talents can we inspire their feelings of working hard for the cause of the party and the people. -keen ability to recognize talents. It is not enough to have good motivation and emotion, but also to have professional knowledge and ability in this field. Leading cadres should pay attention to cultivating their ability to discover potential talents and identify cadres. Only in this way can talents come forth in large numbers, give full play to their strengths and do their best. -Modesty ability measurement. Anyone who belongs to talents has advantages and disadvantages, and some advantages and disadvantages are outstanding. Leading cadres should be aware of this phenomenon, be tolerant and considerate, tolerate the shortcomings and deficiencies of others, and not seek perfection and blame, so as to effectively play the role of talents and cooperate with talents. Fourth, we must master the essentials of employing people. Leading cadres should not only be good at identifying talents and selecting cadres, but also master the basic essentials of employing people: 1. Complete trust. Trust is a psychological need of people. When people are trusted, their self-esteem is satisfied. In this case, a positive psychological effect will be formed, and self-confidence and pride will arise, giving full play to initiative and creativity. Full trust is embodied in the employment of leading cadres, that is, employing people without doubt and giving full play to their functions. Some leaders are always uneasy about the cadres they are in charge of, and they have to ask and direct everything in person. Some even have doubts about the active work of their subordinates, thinking that they are "ultra vires" or "ambitious" and want to "overhead" themselves. This will often turn the enthusiasm of talents into despair, thus affecting initiative, enthusiasm and creativity. 2. foster strengths and avoid weaknesses. In an organization or team, everyone has strengths and weaknesses. Leaders should make good use of everyone's strengths, make up for everyone's shortcomings, and truly foster strengths and avoid weaknesses. The ancients said, "Talents meet their needs and use them properly ... >>"

Question 3: Why do officials rise and fall in the dark? In fact, it is a struggle to send a play or copy the archway.

For example, I have more authority than you, and you have a real job, but I want to put people in, but I can't let you go directly. It makes no sense to hit you in the face, does it? I put you in a position with no real power, but now the position is big. In this way, I promoted you, but actually let you down. Actually, it's just an expense

Question 4: What aspects should be paid attention to when selecting leading cadres after the 18th National Congress is simple and clear:

First of all,

Before and after his house,

The property management company in the community,

Second,

In his office building, there are 7 floors, 7 stairs, 7 toilets, 7 workers and 7 rooms.

Whether:

On the overhead floor of residential buildings, cars are not allowed to park, and a large number of paper skins, rotten clothes, food packaging and beverage cans, polyurethane plastics, polystyrene foam plastics, etc. are not allowed to pile up.

Glass bottles, ceramic bottles, bricks and stones of different sizes are not allowed to be widely distributed in residential areas, and a large number of glass bottles are not allowed to be hoarded.

It is not allowed to collect paper, clothes, food and beverage cans, polyurethane plastics, polystyrene foam plastics, glass bottles and glass plates discharged by residents in the community and sell them on their own, thus embezzling income.

Property personnel are not allowed to collect, arrange and occupy these substances at any time.

Question 5: What do you mean by political needs? politics

The specific behaviors of various power subjects to safeguard their own interests in the superstructure field and the specific relationships formed from them. Politics has great influence and function on all aspects of social life. It is an important social phenomenon in a certain period of human history. This social phenomenon is very complicated. Generally speaking, this word is often used to refer to * * *, political parties and other governance behaviors. However, sociologists are also used to referring to the relationships among various interest institutions, schools and religious institutions. Political scientists and politicians of past dynasties have discussed it from different angles and different emphases, but so far there is no recognized exact definition.

Zhuge Liang is an outstanding administrative talent and attaches great importance to management. Shu Han was founded by several people. One group is Liu Bei's old subordinates, including Yan Li. One school is Jingxiang School, which is closest to Zhuge Liang. The other piece is a military group in Liangzhou, northwest China. In the early stage, it was Ma Chao brothers, and in the later stage, it was Jiang Wei who surrendered from Cao Wei. After the establishment of Shu and Han Dynasties, Zhuge Liang put down the rebellion in the south. As the saying goes, "Crossing Luzhou in September means nothing grows." He surrendered Meng Huo and appointed him as an ancient adviser. This is a big official, equivalent to a deputy prime minister. These people are not affiliated with each other, so it is not easy to unite them. Zhuge Liang ensured a certain degree of discipline by distinguishing rewards and punishments, and ruled the country with the concept of legalism. During his administration, he mainly relied on the old clan brought from Jingzhou, and at the same time paid attention to netting the former Liu Zhang subordinates and Yizhou strongmen. He also vigorously promoted talented people who were born in poverty, and was praised as "giving full play to their talents". In the early days of developing Sichuan, Zhuge Liang brought many cadres to combine with local forces. He served as prime minister and Yizhou shepherd, as a bridge of communication, and combined these two forces with personal integrity, prestige and affinity. At that time, the local power in Sichuan was very strong, and few Jingxiang people were brought into Sichuan by Liu Bei. Zhuge Liang can only give the local people the power to manage Yizhou. However, if the power is completely controlled by local forces, then the central government will be overhead. Zhuge Liang's practice is to use harsh laws to make the heroes in Shu accept his appointment, carry out the tasks he told them, and even provide enough troops to support him in conquering the Central Plains. For example, since Liu Zhang's rule, Yizhou's powerful families have been arbitrary for a long time, despising the way of monarch and minister, and Zhuge Liang has no mercy on their illegal behavior. Zhuge Liang also adopted a policy of giving both kindness and prestige to the ethnic minorities in the southwest, attacking the leaders of the rebel army and striving for the first place among the local people, some of whom were used as local governors. Since then, the rule of these areas has been basically stable, providing Shu with material wealth and troops. Zhuge Liang's leadership ensured a certain degree of political clarity and unity in Shu.

Zhuge Liang never abused power for personal gain, and even his sons, nephews and closest friends broke the law and were punished. Zhuge Liang's leadership style mixed the characteristics of Confucianism and Legalism. In fact, Legalists and Confucianists were already very mixed in the Han Dynasty. He emphasized man-made and attached importance to merit. Zhuge Liang insisted on forming an alliance with Sun Wu and made many northern expeditions. Although he took pains to destroy Cao Wei and restore the Han Dynasty, he still failed. The main reason is that the place in Han Shu is too small, just as the market of enterprises is too small to compete with so few customers and powerful competitors.

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Question 6: The governor is at odds with the secretary of the provincial party committee and refuses to accept the leadership of the provincial party committee. Theoretically, the division of labor between the provincial party secretary and the governor is very clear.

The secretary is in charge of the "hat", that is, the appointment and removal of officials; The governor is in charge of money, that is, economy and finance.

According to this division of labor, it is impossible for the two sides to conflict.

Because the governor is not responsible for the appointment and removal of officials, nor should the minister of economy. If the secretary conflicts with the governor because of economic problems, first of all, he is "ultra vires" and he is untenable.

Of course, this is only theoretical. In fact, the secretary and the governor will reach out to each other's fields, and it is impossible to be really harmonious.

If it is really harmonious, the central government will worry that if they collude with each other and jointly establish a "kingdom within the province", one of them will be transferred.

However, no matter how big the contradiction between the secretary and the governor is, it is impossible to intensify to the point that the central government has known to solve it, because this will give the central government an impression that "these two people are politically immature and cannot unite as comrades." Once you leave this impression, your career is over, and you can prepare to take a back seat directly after two years.

In addition, even if the secretary concurrently serves as the director of the National People's Congress, he is not qualified to recall the governor.

The appointment and removal of officials at the deputy provincial and ministerial level or above is directly decided by the Politburo meeting. NPC is just a procedure. If the secretary dares to mobilize the National People's Congress to recall the governor, he can directly go to prison for life.

There is a contradiction between the secretary and the governor. The following officials mainly look at "whose people". If you are a secretary, naturally listen to the secretary, and vice versa. If two factions are not, but belong to other factions, they must listen to their own faction leaders. Leaders of other factions can ask for money on the ground, and whoever offers a "high price" will naturally help them.

Question 7: Explanation: What is Gao Qian language and what is farming language? In fact, there is no accurate definition of Gao Qian, it belongs to a romantic city. But please don't underestimate these authors. The protagonists of their works are usually the children of social Gao Qian (senior cadres), with strong family background, usually lawyers, politicians and doctors. Don't think the plot is old-fashioned and unrealistic. A capable author will write a novel that is close to life without sticking to the rules, which makes people want to stop. Usually there are many such novels.

A new interpretation of farming literature. Farming literature, also known as "short stories at home", generally refers to novels that describe the trivial lives of small people with the background of ancient feudal society. It can be divided into cross class and non-cross class. It can also be divided into overhead history and antique. Time travel means that the protagonist travels from the past or the future to the time and space where the novel is located. Overhead history, that is, stories that took place under the fictional historical background, such as Ordinary Years in Youth, Revelation of Leisure Life, Rich Couples are just Legends, Coral, Xiaocai, Small Landlord, Little Widow and Little Blacksmith, and Xinglin Chronicle. Antique, that is, stories that happened in real historical background, such as Five Good Families in Ming Dynasty and Welcome to Qing Dynasty.

Source:

Farming literature first refers to the process of writing historical essays (of course, other essays are rarely involved). First, it focuses on how the protagonist establishes his own base, and then builds a scientific, technological, economic, military and political system in his own territory, which is similar to the hard work of farmers in farming. The content of novels in this period basically does not involve war stories with external forces. After the completion of farming, we will conquer the world with our overage ability.

Types of agricultural texts:

1. means you can't get rid of the "golden finger" when you write through or overhead. Whether writing about ordinary life, politics, military affairs or history, we should be able to justify ourselves, be logical and be less hurt.

2. It refers to the attitude of cross-cultural and aerial authors. The content and details of the article are in line with historical facts, regardless of clothing, articles, climate, weapons, historical figures, historical events, etc. Either it conforms to historical facts and sources, or it can be justified by changing history.

In a word, no matter the first or the second, we should have a certain understanding of commerce, agriculture and handicrafts at that time in combination with historical background. It's quite troublesome to write, and I often have to turn over the history books. It can be said that writing such a farming article is very tiring.

3。 Portraits-generally from farming characters, basically belong to the category of modern cities, with a few different characters.

In this writing, the protagonist accidentally gets a treasure, including the inner senses. The protagonist's basic source of income is to sell such achievements to open a farmhouse and lead the villagers to get rich. This kind of article has a warm and comfortable tone, basically free from conspiracy and all other dirty things, and is suitable for men, women and children. At the same time, this kind of article also introduces some rural old things and customs that young people don't know at present.

Question 8: How to improve the coordination ability of young cadres mainly refers to the ability to correctly handle interpersonal relationships with superiors, peers and subordinates. At work, a person needs to deal with all kinds of people in these three areas, whose identity, status, communication needs, psychological state and the nature of the work in charge are different. Whether a person can get along well with them, cooperate with each other and coordinate with each other, so that the superiors and subordinates can communicate with each other, trust each other at the same level and work together is directly related to the success or failure of leadership work. For young cadres who have just left school and entered the unit, it is very important to study and apply the art of coordination well. Young leading cadres should properly handle the dredging and coordination of interpersonal relationships with superiors, peers and subordinates. I think it is mainly to grasp the following four links: First, respect and respect are mutual. Only by respecting others will others respect you. Mutual respect is the most important link to dredge and coordinate various interpersonal relationships. Only mutual respect can dispel each other's doubts and win each other's trust. At work, no matter you are in contact with superiors, colleagues or subordinates, you should respect each other as much as possible, which is the premise of gaining their trust, help and support. Respecting superiors, gaining their trust and understanding, avoiding psychological barriers with superiors and effectively coordinating the relationship between superiors and subordinates are important prerequisites for superiors to actively help and support their work. Respect for superiors is first manifested in obedience, and the work assigned by superiors should be completed to the letter; For the opinions put forward by superiors, even if you think it is inappropriate, you should explain them in an appropriate way and not be very positive; You should try your best to report your decision to your superiors and let them know that you can't put your superiors on the shelf everywhere. Let the superiors feel that their subordinates are consistent with their major policies and bold in their work, consider their work from a micro standpoint, and give ideas and solutions to the leaders from a macro standpoint. Respect for peers is manifested in mutual cooperation and mutual trust. Distinguish responsibilities in the work, master the sense of proportion, do not fight for power and profit, and do not shirk responsibilities; Cooperate with each other, don't blame each other unprincipled, or even undermine each other; Be strict with yourself, be lenient with others, look at the advantages of others more, look at the shortcomings less, look at your own shortcomings more and look at the advantages less. Respect for subordinates is manifested in supporting subordinates and affirming their work. Listen carefully and adopt the opinions and suggestions of subordinates; Affirm the achievements of subordinates in time; Respect the work of subordinates and support their work. Second, understanding the so-called understanding is to understand the advantages and disadvantages of superiors, peers and subordinates as thoroughly as possible, and to foster strengths and avoid weaknesses in the work. This is an important link for the other party to avoid embarrassment and give help and support more effectively. Understanding superiors means understanding the guiding ideology and strategic intention of superiors at the macro and global levels, as well as the differences between them and themselves at the micro and local levels; Understand the work style and living habits of superiors, and foster strengths and avoid weaknesses. The level of understanding is equivalent, and they communicate and coordinate with each other in their work. Third, it is very important to give the other person the support, help and trust they want in the way they want most at work. The superior most hopes that the subordinate can successfully complete the tasks assigned by himself; Colleagues most hope to establish a harmonious relationship with each other and conduct healthy competition in an intimate and friendly atmosphere; What subordinates want most is the trust of superiors, strong support when they are in trouble, enthusiastic encouragement when they are frustrated, and timely rewards after their achievements come out. Fourth, if you are thirsty for talents, it is impossible for any leader to open up a new situation by himself. He must get the support, help and cooperation from his superiors, colleagues and subordinates as much as possible. This means that you need to accept it. There will always be some obstacles in actual coordination, but as long as young cadres attach great importance to it and deal with it seriously, I think they can still achieve good results and accumulate some valuable experience.