For the chaos of the unit and the company: who suggested who did it! Who can do it! Any honest person will do it. what do you think?

The three situations of "who proposes who does it", "who can do it" and "who is honest who does it" in units and enterprises cannot be completely chaotic.

First, the situation of "who puts forward who will do it" is often encountered in practical work: First, after listening to the opinions and suggestions of the deputy directors, the top leader of a certain unit thinks that someone's opinions and suggestions are very good after comprehensive analysis, and it is beyond reproach to appoint him to take the lead in implementing them. Second, the person in charge of the unit did not dare to take responsibility, and the responsibility was pushed down, leaving a way out. When things are done, there is light on the face; If something goes wrong, the responsibility will be borne by the following. Third, the leader is a mediocre person, without a handsome talent or a general's talent, and he is overwhelmed by his deputy. You can't do great things at work, but you can't do small things. I can't do many things by myself. I am a "puppet" who says one thing and does another. There are such leaders.

Second, there are many phenomena of "who can do it". People who can come up with good ideas, good opinions, good suggestions and good solutions are not necessarily good, nor are they necessarily suitable for handling this matter. After weighing the pros and cons and making overall consideration, leaders often entrust this task to people who are determined, capable and suitable for this job, so as to suit everyone, fully mobilize everyone's enthusiasm and give play to everyone's strengths.

Third, "whoever is honest will let him do it" shows that the atmosphere of this unit is unhealthy and fragmented, and honest people suffer. As someone said: a quarter did it, a quarter watched it, a quarter didn't watch it, and a quarter made trouble; Doing well is the same as not doing well, doing it is the same as not doing it, and it is better to say it than to say it. The main reasons are poor leadership, overstaffed staff, lax discipline and unclear rewards; The result is exhausted from work, idle play to death, mediocre performance and nothing.

It doesn't matter where you are, as long as you do it, don't do it, choose to do it. After a long time, it's still different whether you do it or not.

Our unit can do a lot of work, but there is no money. It doesn't matter, there is more money.

Leadership is the key!

This question is easy to understand!

1: the suggestion of the problem can't bring practical benefits to everyone.

If the work is arranged by the superior, it is natural to do more.

3. If it is not a very important thing or a messy job, no one likes to do it, so they can only push it to honest people.

In this environment, you will know how to line up and how to stand by the tree.

Be an honest man without a backer, or get out.

Among the blinds the one-eyed man is king. The monkey sits in a sedan chair and the fox runs away.

Here we must look at it from another angle:

First of all, you are talking about chaos in the unit, which is a phenomenon related to management. Good management in your mind is probably a state in which things are in order, everyone knows what their duties are, makes the best use of everything, and everyone is conscientious.

Secondly, you are talking about a specific link in management, about whether the division of labor is clear. Here you may mean that the division of labor is not clear.

Aside from these two points, there is no question of who proposes who will do it, because the proposer must be the person who knows the ins and outs of the matter best and is also the person who is most willing to finish it.

Who can do it is no problem. Things must be given to people who have the ability to finish them.

It is wrong to be honest and do it, because honesty and ability are not positively related.

Combined with the above, you may express a confusion of salary management caused by low corporate culture, that is, performance and salary are not positively related.

The solution is:

1. Human resources reform supported by big leaders.

Nowadays, enterprises are the top leaders. Without the support of big leaders, the state of low corporate culture cannot be changed. It's like a family. Parents don't like studying, and children just ask them to make progress every day and they will have opinions.

2 combined with the actual situation of the unit for salary management.

How many state-owned assets have been lost due to enterprise reform? The middle-level and above cadres in enterprises have become rich and chaotic!

Today's problem is mainly the pit that cannot be prevented in the workplace. When you ask this question, the answer is already in the question. Why is there endless work? The reason is that some people do less than you. If everyone is so busy, it's not just that you always have endless work.

There is a problem of scientific distribution, a pit that cannot be prevented. I summarized four types:

1. Whoever proposes should do more.

Any responsible and responsible leader will attach great importance to your opinions and suggestions; Anyone who has a sense of responsibility and responsibility in the workplace will take the initiative to put forward their own opinions and suggestions to the unit leaders.

This is a normal thing, but there will be results that make you laugh and cry.

For example, Xiao Ming put forward a very creative suggestion, and the unit leaders should certainly affirm and praise it. Then, the topic often turns to, "It's rare for Xiao Ming to think so deeply about this matter, so let Xiao Ming be responsible for implementing this proposal"-this is the trust of the organization.

This situation should be said to be reasonable and also a kind of organizational trust. However, why do so many people feel in distress situation? The reason is that this trust and affirmation also broke the original division of responsibilities.

In this way, people who love to learn and ponder in the unit are likely to "learn one thing" and then "more things are better than less things." If you have good opinions and suggestions next time, don't mention them again. The innovative spirit of a unit may slowly wear away.

2. Who can do more?

It is a basic law in the workplace that those who can do more work. Of course, you can do more.

Whether it is the leader who arranges the task or the supervisor, the understanding on this issue is the same. There is nothing wrong with this workplace rule. The problem is that you can do more, and correspondingly, you can't do less or even do nothing.

For example, if a superior leader suddenly comes to inspect the work, it is necessary to provide a key written report. As a result, there will be such a situation: the leader in charge of business said that this report is too important, and a bad report will have an impact on the unit. We really can't write such an important report. Let XXX write something specific. If he writes well, he must write well.

Such a proposal will basically be recognized by the leaders, because it is for the sake of the whole unit. So, write what you can, keep writing, write more and more, write more and more.

One day if you nag a few words, someone will say: You are so capable, if you don't do it, who will?

The problem behind this phenomenon is still a question of responsibility. It is a natural law in the workplace that whoever does something will do it. If you can't do your job well, let someone who can do it. This "going up" is not a task, but a position-isn't it to put competent people on things to solve problems?

To put it bluntly, give more to those who can do more work. What I am most afraid of is: if you work hard, you will see your ability, and whoever has the ability will do it; If you are promoted and reused, look at your qualifications and fuck whoever is old enough.

3. Whoever is soft-hearted will do more.

There are still many good people in the workplace. Helping and supporting each other has always been the mainstream in the workplace. However, there are some tributaries outside the mainstream. There will always be some friends with high emotional intelligence in the workplace, who will use your softhearted to the extreme.

For example, Xiao Ming is responsible for writing comprehensive materials in the office of the unit, and a job in another department needs to be summarized. It's almost time to get off work, and the section chief comes to Xiao Ming: "Brother Ming, I'll buy you a drink tonight and ask you something."

So, gentle and slow, a lot of good words, and of course, good wine and good food. Then he said, "We really can't write this summary well. You are the biggest pen container in the unit. Give your brother a hand. It's your brother begging you. You can drink and smoke whatever you want in the future. Promise not to spend public funds and not violate the rules. "

Let's put it this way, Xiao Ming is not soft-hearted, but also soft-hearted: isn't it just an extra class? I would rather work overtime than hurt my feelings. So, if you are soft-hearted, you should work more. The gentler you are, the harder you work. One day, if Xiao Ming refuses once for some reason, someone will say that Xiao Ming has changed and become selfish.

Behind this problem is still a question of responsibility. If you are tired, you can't try to play tricks.

Of course, there is nothing wrong with asking for help when there are problems that cannot be solved. The key is not to put all your thoughts on asking for help. Xiao Ming won't bother you if it's just for that sip of wine and a chopsticks dish.

This kind of help is a little human, although it is a bit tricky, but it is better than those who have problems and ask the leaders to push it around. Leaders are often very helpless, so they have to transfer Hua Niu's car to Huang Niu, and Huang Niu's car can't be left behind. This practice of running the leadership to push the work is not as good as the section chief who turned himself in for help.

Whoever is honest will do more.

It is said that honest people do not suffer, which is from Dafa. Honest people in the workplace are real. They don't harm others and don't benefit themselves. They don't make trouble, and do their own things in their own stations every day.

As long as you observe carefully, every unit has a group of such people, who are not obvious. It is such a group of unknown people who support a lot of daily work in each unit.

Sometimes, even the leaders can't name them, but they still stick to their posts and responsibilities in obscurity.

Slowly, leaders will form the impression that honest people can be assured of doing things, especially capable honest people. As a result, those honest scalpers add more sets from time to time, pull more hanging plows and plow more acres of land.

However, they still eat the handful of grass that was originally given to them. They don't eat much, and they don't take much. They just work hard.

It's no big deal to do more work The problem often lies at the end of the year, and it is necessary to assess outstanding candidates, recommend cadres, and promote them for reuse. Honest people are embarrassed to find leaders to "toss" and are not good at "canvassing". Sometimes because of endless work, even the venue of the democratic recommendation meeting is late or even unable to attend.

In this way, everyone will think that such comrades have no personal ideas, so let's go ahead in a down-to-earth manner. So, all you have to do is keep working honestly.

In fact, these four pits can be summed up in one problem, that is, those who can work harder and get more.

The key to these four pits is to rely on the unit leaders to fill them. If capable people just work hard in vain, they will eventually win votes, be familiar with their faces, and be related to even their fathers. In this way, capable people will gradually become ninjas and become veterans in the workplace.

There are more and more ninjas and fried dough sticks in a unit, and such units are getting thinner and more tasteless.

Let's briefly analyze these three phenomena: first, whoever proposes will do it. The person who said this can basically conclude that he is a person who has no responsibility; Second, who can do it? Having said that, people who do it are basically envious and jealous. Third, whoever is honest will do it. This benevolent person has different opinions, and the wise see wisdom. The down-to-earth person can't afford to lose. But the above three factors can't explain any problems, and they may be other factors. We can still think about them in a bright future. What I want to say is the most hateful behavior in the following corporate style:

The first is to shirk responsibility. In case you hide in advance, if you can't hide, you can't cheat. In the end, you don't admit what you said in front of yourself, which is typical of inaction.

The second type is people who are malicious or make things difficult under the banner of the system. It should be right to talk about the system all the time, but it is also irresponsible to rely on the system to do things flexibly, and to hinder the process of things simply and rudely with the system and try not to solve problems.

The third kind is arrogant people. The official is not big, and he has certain rights. To find such people to promote their work, you basically have to touch the wall several times and look at the nostrils or the back of your head. Basically, you have to wait on him to do things.

The fourth kind is people who have nothing to want. Facing retirement, the ship arrives at the dock and the car arrives at the station. It's none of my business. I have to hang up if I have to. You can't say I'm right or wrong. That's what I do. Just be honest and have no desire. Whatever.

The fifth kind is the person who steps down nobly. ...

Sixth, difficult children. ...

Seventh, people who rely on merit ...

The eighth kind ...

In fact, the difference lies in not taking responsibility and taking responsibility.