Abstract: The management of grass-roots public security and fire fighting has always been the key and difficult point. In recent years, with the rapid development of social economy and science, higher requirements have been put forward for the fire brigade. As a squadron on duty, the grass-roots management of fire fighting forces must keep pace with the times and keep up with the situation of fire fighting and disaster relief, emergency rescue, social assistance and security. As a special policeman in the Chinese People's Armed Police Force, the fire brigade must "raise troops for thousands of days and use them for thousands of days", shoulder the glorious mission of defending the economic construction of the motherland and protecting the safety of people's lives and property, and always face the test of blood and fire, life and death. This paper carefully analyzes the problems existing in the current management situation of our squadron, and deeply studies the existing disadvantages, which provides a reference for doing a good job in the management education of the troops, and has practical guiding significance for maintaining the internal security and stability of the troops and striving to build a "loyal, reliable, dedicated and dedicated" fire-fighting iron army. Keywords: 1 management countermeasures of grass-roots units of public security fire control. Existing problems (1) Infrastructure construction is not in place. The squadron's infrastructure construction is not in place, the vehicle equipment is outdated and the upgrading speed is slow, the barracks construction is not standardized, and the software and hardware facilities are backward. In infrastructure construction, the formalization phenomenon is serious, only the surface has no substance, and the grass-roots leaders are not strict with the arrangements of their superiors, which will directly affect the management of the whole grass-roots unit. (2) Young cadres and poor management. At present, most squadron cadres engaged in grass-roots management are relatively young cadres who have not been promoted for a long time, lack practical experience in grass-roots management and have a low level of management art, especially the rising phenomenon of "student officials". They lack sufficient understanding and understanding of grass-roots troops, and the ways and means to find, analyze and solve problems are not mature enough to convince those "native" veterans. Some squadron cadres are younger than non-commissioned officers and have shorter service life than non-commissioned officers. Some cadres, even soldiers led by non-commissioned officers, are afraid of difficulties in their daily management, unable to handle the relationship between "public" and "private" and unable to enter the management role for a long time. (3) There are many "relationship soldiers" with "special" ideas. (4) The commanders at the grass-roots level have weak combat capability at first, and a small fire can save a great disaster. First, the training time of college student cadres is short, the promotion speed is fast, and they lack practical experience. Some comrades are too arrogant to settle down to do grass-roots work. Second, the growing cadres generally come from non-combat positions such as documents, correspondents and drivers. These people have due theoretical knowledge, but their business skills are not strong and they lack fire fighting experience. Second, the cause analysis (a) caused by local objective reasons. As a plateau province, Yunnan has many disadvantages such as backward economic development level, imperfect infrastructure and inconvenient road traffic. With the change of the times, the relationship between fire fighting force and social development degree is getting closer and closer. However, grass-roots units of public security and fire control play an indispensable role in society. If the facilities of grass-roots units are backward, there will be no fire fighting and rescue. How can we practice the oath of people's fire fighting for the people? How to manage the grass-roots team well is of great practical and far-reaching historical significance to the long-term construction and sustainable development of fire fighting forces. (2) The existing management system has not adapted to the current management system of grass-roots units. With the change of society, there are more college students, more soldiers in the city, and the only child has joined the army. They have strong understanding, good thinking and strong personality. It is obviously not very effective to carry out management education according to the traditional methods of "command-obedience" and "explanation-rote learning". According to the people-oriented requirements, it is imperative to change the concept of management education in time, promote the humanization of management education and enhance the pertinence of management education. The institutional measures in the work should be scientific and reasonable, well-founded, convince people by reasoning, and avoid opposing feelings caused by power oppression. First, the improvement of the quality of recruits has put forward new requirements for frontline soldiers to improve their ability and quality. (3) Young development of grassroots commanders Due to the influence of China's current education system, more and more college students joined the army after 1990. They are active in thinking, but lack of exercise leads to lack of management experience and other problems. They don't know much about the soldiers they bring, and there is a big gap in management. In life, officials are too arrogant, which leads to discord with soldiers. In fire fighting and rescue, various professional forces have slow response speed, weak disaster relief ability and poor actual combat ability, which leads to soldiers' dissatisfaction with cadres. Iii. Work Countermeasures (1) Establish and improve infrastructure construction. Actively strengthen infrastructure construction and resolutely implement the reform model of "centralized design and decentralized improvement". First, comprehensively strengthen infrastructure construction at all levels. In accordance with the principle of "practicality, efficiency, frugality and convenience", we will vigorously strengthen the overall reconstruction of infrastructure, improve the construction of grass-roots companies, promote the overall construction of grass-roots infrastructure, formulate a reconstruction plan close to practical results, strengthen the inspection of vehicles and equipment, find problems in time, solve problems in advance, update equipment in time, and ensure the orderly combat readiness system. (2) Adhere to the combination of study and practice. The quality of soldiers in grass-roots companies directly affects the combat effectiveness of grass-roots troops. However, the nature of the fire brigade requires that the team must have high organizational leadership ability to meet the needs of the fire fighting and rescue mission. Therefore, we can organize non-commissioned officers to learn duty training laws and regulations such as Duty Combat Regulations, Business Training and Assessment Outline, and carry out demonstration teaching, simulated group training and other activities through centralized class training and counseling for cadres, so that they can clearly understand how to plan and arrange work, how to divide personnel, how to carry out education and training, fire fighting and rescue work and other basic organizational and command procedures and working methods. At the same time, according to the quality of non-commissioned officers, let the soldiers organize their own business training and fire fighting and rescue command, and constantly improve the organizational and leadership ability of non-commissioned officers through time exercise. (3) Strengthen communication and take the initiative to coordinate. To do a good job in the management of grass-roots troops, we must work hard on the management of "relationship soldiers". The so-called "relationship soldiers" can be roughly divided into two categories: one is the relatives of cadres at all levels in the army (direct relationship), and the other is the relationship between soldiers and their families through other channels (indirect relationship). Because these recruits have a special social background, it is easy to relax the requirements for them, thus affecting the management of the entire squadron. The management of "relationship soldiers" has gradually become the difficulty and risk point of military management. There are three reasons for the poor management of "relationship soldiers": first, the "relationship soldiers" themselves are subjective and willful, and their self-restraint ability is poor; Second, the "relationship soldiers" of individual "relationship soldiers" do not understand the situation and are partial to their own "relationship soldiers"; Third, managers dare not manage "relationship soldiers" and are not good at it. To solve these problems, managers should first know the "relationship soldiers" like the back of their hands, grasp the details of the "relationship soldiers" in multiple channels and in all directions, not only understand the characteristics of the soldiers themselves, but also understand the identity of the soldiers' "relationship people". After fully grasping the situation, they should actively coordinate with the "related party", often inform the "related party" of their actual performance, and make unreasonable demands on the "related party". Through active coordination, we can remove obstacles and break down the barriers between troops and families, so that their families can fully understand and understand the management education of troops, form the joint management of troops and families, and further strengthen the management of "related soldiers." (4) Strengthen the training of commanders in an all-round way to improve the ability of fire fighting and rescue in the first battle. Squadron commanders are responsible for the command and handling of disasters and accidents in grass-roots companies. Therefore, in view of the weak command level of grassroots commanders in the first battle, it is necessary to vigorously strengthen their professional training. The first is to strengthen the professional training of grassroots commanders. Every year, the mid-team leader, instructor and commander should be organized to participate in the training course for grassroots commanders for not less than 20 days. By comprehensively strengthening the intensive training of physical fitness, skills, theory and communication, some typical war cases are emphatically analyzed to strengthen and improve the professional level of grassroots commanders. The second is to organize grassroots commanders to cross posts. Let some remote commanders who lack actual combat experience cross posts, and constantly improve their business command ability by doing follow-up work and temporary training in urban squadrons with frequent fires. Only by improving their own quality can we effectively improve the management level of grass-roots troops. Grass-roots public security fire management is a long-term work, which requires the joint efforts and strong support of all officers and men.