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凡事都要—把手亲自抓。一把手在一个单位、一个地区主持全面工作,理应对辖区内的各项工作负总责。但是,一个正常运转的领导班子,绝对不是什么工作都由一把手亲自抓的,领导成员都应有明确具体的分工,并按分工各司其职,各负其责。一把手在班子内部也有分工,除了主持全面工作,从全局的角度把握工作的大方向外,也分管一些重要方面的工作,如一些事关大局的政策的制定,用人等等。说到底,一把手在班子中是抓大事的。但是一些部门为了强调某项工作的重要,动辄要求一把手亲自动手。有人对近几年上级部门下发的文件进行了分类统计,大凡部署工作的,几乎都明确要求“作为一把手工程”或“一把手亲自负责”或“一把手是第一责任人”。这样做忽视了集体领导下的分工负责制,削弱了副职的积极性。因为如果所有的工作都要一把手负责,势必导致一把手事必躬亲,在各项工作上平均用力,腾不出精力来谋大事、抓大事。同时,客观上干预了其他成员在职责范围内行使职权,影响了其他成员的积极性。其结果是大事小事都无法受到应有的重视,反而贻误事业。 相似文献
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上级一把手能不能为下级一把手创造良好的工作环境,是上级一把手是否称职的重要标志之一,是下级一把手能否有所作为、造福一方的重要条件,同时也是上级一把手领导意图…… 相似文献
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一个地区或部门的一把手卸任后,要向继任者移交工作.由于对一把手丁作交接的内容和要求没有明确规定,一把手交接上作做法不一,有的工作交接十分简单,有的则事无巨细全盘托付,抓小住重点,在一定程度上影响了新任一把手有效地开展工作.笔者认为,一把手交接工作应把握以下"四原则". 相似文献
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善于抓大事,能够领导和带动工作实现重点突破,整体推进,这是作为各级党政一把手必须具备的基本素质,也是跨世纪发展的目标、形势和任务对各级一把手的基本要求。做到善于抓大事,应把握好以下几点:一、一定时期内主题中心要突出,切忌轻重不分主次颠倒。毛泽东在《关于领导方法的若干问题》一文中指出,领导干部应善于抓中心工作,“在任何一个地区内,不能同时有许多中心工作,在一定时间内只能有一个中心工作”。中心是全局的“纲”,是整个工作链条的“纽带”,一切工作都应服从服务于中心。因此,一把手在谋篇布局,开展工作时,首… 相似文献
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正加强职业道德建设是医院管理工作重要组成部分,随着医疗市场激烈竞争的发展,越来越突显其与医院发展的密切关系。是提升医疗服务质量,激励医务人员爱岗敬业,打造诚信医疗,树立医院服务品牌的一个系统工程。一、职业道德建设是医院管理的重要内容,各级领导齐抓共管职业道德建设要严格实行"一把手"工程,把行风职业道德建设作为医院管理的重要内容来抓。医院在提出行风建设的思路,制定工作方案的基础上,坚持党政"一把手"负总责,分管领导分工负责 相似文献
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强化组织领导 安乐镇党委、政府高度重视社会治安综合治理工作,始终把"综治"信访工作摆在全镇的工作大局中.强化责任意识,实行一岗双责,坚持党政一把手亲自抓、负总责,分管领导具体抓,其它部门配合抓的工作机制. 相似文献
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在长期的革命与建设实践中,我们探索出具有中国特色的一把手核心地位和集体领导体制相结合的领导方式,但这一领导方式存在一把手未拥有核心地位、一把手个人专断、集体领导无人担责等问题,影响组织管理的成效。新时期,在管理实践中,一把手要提升领导艺术,在自身修养上突出"严"、在班子建设上突出"抓"、在管理上突出"济"、在胸怀上突出"容",维护好核心地位,坚持好集体领导,促进二者更好地相容。 相似文献
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在县市党政领导班子中,两个一把手的酸甜苦辣,与其同事的副职是看得比较清楚的。
县市党政一把手是县市的决策中心和凝聚人心的核心人物,工作中理…… 相似文献
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Hein Schreuder 《Long Range Planning》1995,28(6):69-77
This article describes the development and introduction of a performance measurement system at the Dutch chemical company DSM. This system aims to measure progress toward strategic objectives and key success factors. As such, it can be regarded as a strategic monitoring device which supplements the customary financial controls. The article outlines the company context, the reasons for developing performance measurement, the development and implementation process and the actual approach adopted and concludes with some practical guidelines based on the experiences gained in this case. 相似文献
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Jones MR 《Physician executive》1995,21(12):39-41
With the advent of continuous quality improvement and the '90s focus on patient or customer satisfaction, hospitals have started to try to identify what their patients or customers want. Hospitals serve communities of one sort or another, whether local communities or statewide communities for highly specialized procedures. They need to consult at least their local communities as part of a quality improvement process and also to help determine future directions. Austin Hospital in Australia decided to establish a formal advisory committee in order to accomplish this consultation. Although there have been minor deficiencies in the arrangement, the advisory committee has largely fulfilled the promise for which it was created more than seven years ago. 相似文献
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The theory of the firm seeks to explain the existence and boundaries of the firm in relation to the market. Since the pioneering work of Coase (The nature of the firm. Economica , 4 , 386–405, 1937), economics has developed a whole family of theories that focus on the ability of firms to economize on certain costs of using markets. More recently, researchers in strategic management have published several theories of the firm that have tended to emphasize the benefits of incorporation rather than the costs of using the market. Although researchers in the strategy profession have tentatively labeled their work as 'moving towards' a strategic theory of the firm, economists have been very critical of existing approaches. This paper seeks to begin 'arriving' at a strategic theory of the firm by addressing these criticisms and offering an integration of the strategic and economic perspectives within an institutional framework. The paper concludes with future directions for research in the theory of the firm. 相似文献
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P. A. Roe 《Long Range Planning》1972,5(4):21-26
Many of the long term problems facing management are so large that either a shorter term view is taken or they are split up into smaller components and analyzed independently. This paper describes a problem for which such approaches would have been invalid. To overcome this, Operations Research was used and a long range planning model was set up. This enabled exhaustive analysis over a planning period much longer than is usually attempted. The results of the study included a stable strategy, detailed operating plans and timetables of expenditures, and a readily accessed management information and planning review system. 相似文献