On how to do well the army management during the period of retired veterans.

When faced with the "crossroads" of leaving the army after the expiration of service and accepting life choices, it is bound to pay great attention to issues such as staying or staying, personal growth and progress, leading to increased self-thought and psychological pressure. During this period, some veterans were "preoccupied", worried, puzzled and irritable; Some veterans can't face up to the question of whether to stay or not, and can't objectively evaluate their gains and losses in the army, which will inevitably lead to some unsafe and unstable factors. It is particularly important for veterans to do a good job in team management during their retirement. First, the problems existing in team management during the period of veterans' retirement (1) were distracted and their work declined. During the period of veterans' retirement, there are different degrees of ideological slack and job decline. Some veterans think that it is impossible to stay in the army anyway, and there is no "hope" in the army. It's not a long time away from it, so they just muddle along, thinking about how to "mix" the rest of the time. Thinking began to slack off, work enthusiasm and initiative declined seriously, and the quality standard of work was not high, so hurry up; Some old noncommissioned officers have entered a "safe" attitude and don't have to think too much for the time being. They don't have a strong sense of how to play a backbone role and take the lead in doing all the work, but take advantage of the opportunity when cadres are busy with year-end summary and non-commissioned officers' re-election. Some soldiers' personal wishes have not been realized and they are disheartened. They muddle along with the idea of "being a monk for a day and bumping into a bell for a day". (2) worried, wandering. During the period of veterans' retirement, veterans were confused by the question of "going or staying" and could not make up their minds. They want to go and don't know what to do when they get there. What will happen in the future? I want to stay and worry that I can't stand the strict management and discipline of the troops. Just like the voice of some soldiers, when asked about their views on "going to stay", some comrades replied: "I want to stay at the thought of being happy with my comrades, and I want to leave at the thought of hard training, heavy work and strict discipline", and wait and see at the crossroads of life. Some soldiers have no idea about organizational decision-making, are worried and are not focused on their work. What are some comrades going to do in the future? How come? Think too much, worry, and can't sleep at night. (3) The signs of accidents increase and hidden dangers appear. On the eve of discharge from the army, there is a high incidence of various accidents. Soldiers have many problems to consider, and their ideological problems are more complicated. One-year soldiers are worried about whether their work in the past year has been well evaluated and whether they have made meritorious deeds; Two-year soldiers are considering leaving and staying; Non-commissioned officers to be promoted should consider whether to continue serving and whether to transfer to the next non-commissioned officer; In the face of these important events that concern their own vital interests, the soldiers in this period had extremely complicated thoughts, increased psychological pressure, easily fluctuating emotions, and some unexpected signs appeared. Some people who have been punished, the relationship between officers and men is not harmonious, and there are grievances between comrades-in-arms, which will produce revenge; Some individuals who are dissatisfied with their unfulfilled wishes often make unreasonable demands on the troops and create troubles; Some people who are narrow-minded, introverted, have family conflicts and difficulties, and tend to go to extremes. These accidents will be manifested in daily work and life, which will increase the difficulty of military management. Second, the reasons for the problems (1) ideological education has not kept up. The focus of management is to manage people, and the key of management is to manage people's thoughts. Therefore, to do a good job in the team management of veterans during their retirement, we must start with strengthening ideological education and give play to the service and guarantee role of ideological and political work in military management education. Some grass-roots units have seen the exposed problems, but they can't give correct education guidance, timely ideological education and targeted education guidance. But simply and rudely preaching and criticizing, which leads to the deviation of soldiers' ideological understanding and stays at a low level, and can not correctly treat "going or staying" and personal ideological issues. (2) Regular ideological work is not "regular". Psychologically speaking, veterans are often in psychological overload operation at the retirement stage, with great psychological pressure and emotional instability, and need emotional comfort and psychological guidance and adjustment, which requires our management cadres to keep up in time and carry out regular ideological education. Take the initiative to talk to veterans, help solve psychological confusion, help them make decisions, give ideas, and find ways to solve "bumps." However, in some units, regular ideological education is not "regular", cadres do not do ideological work in time, and the backbone of ideological work does not play its due role, which leads to the backlog and outbreak of ideological problems. (3) Emotional "input" is insufficient. During the period of veterans' discharge, the psychology of soldiers is the most complicated. They are often upset, depressed and grumpy because of family reasons and personal wishes, put forward some unreasonable demands, and even give problems to grassroots cadres. For these phenomena, some cadres often can't give positive guidance, don't consider veterans comprehensively, don't understand their practical difficulties, don't talk with veterans, and don't convince people with affection and reasoning in a caring way. But domineering, pretending to be a leader, mechanically copying rules and regulations, and complicating simple problems. (4) Management cannot be strict. There are more and more accidents during the retirement of veterans. Soldiers are lax in their thinking, self-relaxed, and take the opportunity to "be lazy" and "muddle along" seriously. Some veterans are still "making trouble" and looking for trouble. Faced with these problems, it is necessary for management cadres to find the problems in time and carry out strict and bold management. We should not only do patient and meticulous ideological guidance, but also adhere to strict management in accordance with the relevant requirements of army management. However, cadres in some units are "afraid of causing trouble" during the period of veterans' discharge, and dare not take care of them, and dare not strictly manage the principled mistakes and disciplinary actions of veterans. This excessive "doting" has led some veterans to turn a deaf ear to the rules and regulations of the army, which has led to an increase in violations of discipline by veterans and disrupted the normal order of the army. III. Some Opinions on Doing a Good Job in Team Management during the Retirement of Veterans (1) Carry out political and ideological education in a down-to-earth manner and give full play to the service guarantee role of political and ideological work. To do a good job in the team management of veterans during their retirement, we should carry out ideological education in depth, start with education, and enhance the awareness of officers and men in the army to stress politics and take care of the overall situation. In this period, it is necessary to carry out targeted political and ideological education according to the actual work at this stage. In view of the veterans' confusion about whether to stay or not, actively carry out the education on how to face it correctly, help veterans analyze the advantages and disadvantages of staying or not, and obey the overall awareness of organizational needs; For some comrades who are about to leave the army and go home, it is necessary to carry out education on policies and regulations related to retired resettlement and hold lectures on social and economic development, so that veterans can understand the relevant provisions of retired resettlement and enhance their determination and confidence in participating in local economic construction; In view of the fact that veterans are about to enter the society, carry out laws and regulations education to help veterans enhance their legal awareness; For some veterans whose ideals and aspirations have not been realized and whose thoughts and emotions fluctuate greatly, we should educate them on relevant policies and regulations, explain the truth, and educate them to correctly and dialectically treat their growth and progress during their stay in the army. At the same time, cooperate with the "last class on the station" education activities. Through strong political and ideological education, we will ensure that veterans are politically sober and ideologically stable, and ensure the smooth completion of all work. (2) Carry out regular ideological education in depth, and play the role of "sparse" and "guiding" in regular ideological work. Everyone reaches a turning point in life, which will inevitably affect their own thoughts and emotions. Generally speaking, being a soldier means making contributions and doing your duty, and everything is based on the needs of the army. However, this is not the case. Under the influence of market economy and competitive society, many soldiers regard the army as a way of personal growth and success after they arrive in the army, and the stage of displaying their talents must attach great importance to issues such as going and staying, personal growth and progress. The existence of these problems has led to an increase in the ideological and psychological pressure of veterans, making some veterans "preoccupied", worried, confused and irritable during this period. These problems are the true reflection of veterans' psychology. As military management cadres, we should pay attention to the psychological and ideological conditions of officers and men and carry out solid and effective regular ideological education in time. Intervene in advance, find out the ideological reality of veterans, take the initiative to talk to veterans, understand their real ideas and what help they need, and take effective measures to guide them. Through individual heart-to-heart, collective discussion, psychological comfort, etc., the veterans are carefully educated, enlightened, inspired and guided, and their hearts are relieved. When necessary, management cadres should be the "punching bag" and "venting object" of veterans, and resolve ideological problems and various contradictions in time. (3) Create a fair, just and open competition environment. It is necessary to do a good job in matters concerning the vital interests of veterans, so that veterans can be "convinced". With the general enhancement of officers and men's awareness of democracy and legal system, they are eager for their rights to be respected by others. Justice actually means respecting everyone's rights, which is especially important during the retirement of veterans. According to the actual investigation, many veterans' ideological and psychological contradictions are mostly caused by unfair and unjust treatment. As a manager, in this period, we should actively create a just, fair and open competitive environment for veterans. On issues involving the vital interests of veterans, such as joining the party, receiving meritorious service and selecting non-commissioned officers, we must always be fair, fair and open, so that veterans can "take orally" the decision of the army. (4) Strict management of loving the army, blending "law" and "emotion", ensuring that the management is not relaxed and the veterans are not "faded", the veterans will inevitably relax their minds, their work will decline, their enthusiasm and initiative will be significantly reduced, and some comrades will also have emotional problems and make emotions. As management cadres, we should treat these problems of veterans in two ways, carefully analyze the causes and roots of the problems, and adopt targeted methods to implement management. First of all, don't think that you can relax management just because you are a veteran or want to leave the army. From the actual situation, it is precisely because of this idea that some cadres in grass-roots units unconsciously relaxed the management and education of veterans, letting themselves go, making veterans forget the identity of soldiers, ignoring the rules and regulations of the army, trampling on the dignity of discipline at will, and disrupting the normal working order of the army. Therefore, during the period of veterans' retirement, the management of the army must be strict, in strict accordance with the rules and regulations of the army and related requirements, do a good job in the team management during the period of veterans' retirement, and always adhere to a standard and strictly demand veterans to ensure regular management and normal order. Secondly, we should sincerely work for and care for veterans. Veterans have served in the army for many years, making positive contributions to the army and contributing their youth and blood. When they are about to leave the army, they will inevitably be reluctant to part with the army and feel confused about the future road. As a management cadre, we should learn to put ourselves in the other's shoes, instead of thinking from the perspective of veterans. In this way, we will feel that it is normal for veterans to have such ideas and all kinds of ideological confusion and contradictions during this period. If you don't look for the reasons and root causes, and don't look for the practical problems faced by veterans, don't blindly criticize and blame. While strictly managing education, management cadres should also devote more love and affection to veterans. Communicate with veterans in time, understand their ideological status, explore their ideological confusion, guide and guide them in time, help them attract attention, and find ways to relieve their psychological pressure. Actively publicize the party's principles, policies and relevant social knowledge to veterans, help them analyze their own strengths and weaknesses, let them feel their growth and progress in the army in recent years, and enhance their confidence and determination to join the socialist modernization drive. We should attach great importance to the reasonable demands made by veterans, and provide timely solutions and help without violating the principles and relevant regulations, so that veterans can truly feel the warmth of military families. To organize troops to carry out "send warm" activities for veterans, care about the life and warmth of veterans, and take the initiative to do practical things and solve difficult problems for veterans. (5) Hand in the baton, do a good job of passing, helping and leading, and vigorously carry out the "I do something for the company" activity. Veterans are the backbone of management and technology and the main force of military work. After several years of military life, they have accumulated some experience and gained some insights in military management, military business training, cultural study, personal growth, and life. However, with the retirement of a large number of veterans, the combat effectiveness will be greatly weakened and the backbone of technical management will be lost. How to ensure the combat effectiveness of the army, inherit and carry forward the fine traditions and styles of veterans, and leave some good experiences and styles so that the work of the army will not be weakened by the veterans' retirement. As a management cadre, we should do a good job of mentoring veterans in the retired stage, organize veterans to teach all kinds of skills and experiences to the left-behind soldiers, exchange their feelings as soldiers, talk about the growth process of the police camp, dedicate words, and pass on classics and send treasures in combination with the actual situation of the army. Vigorously organize veterans to carry out "I do something for the company", give full play to the residual heat of veterans, do a good job of passing, helping and keeping the baton, and pass on the good things on veterans from generation to generation.