First, actively guide and enhance the confidence of non-commissioned officers in doing regular ideological work. At present, some non-commissioned officers still have some misunderstandings in carrying out regular ideological work, and their work is not active enough. The most prominent performance is lack of self-confidence: some people unilaterally think that ideological work is a matter for cadres, and non-commissioned officers can't play much role; Some people feel that they don't carry stars on their shoulders and no one listens; Others feel that they don't have the quality and ability to do a good job. Therefore, in view of the ideological tendency of non-commissioned officers, we should educate and guide them in time to help them clarify their responsibilities, recognize their advantages and build up their confidence. First of all, we should strengthen the education of responsibility consciousness, help them fully understand the position and role of non-commissioned officers, and enhance their sense of responsibility. It is necessary to organize them to seriously study the duties of non-commissioned officers and the spirit of a series of instructions from the head of the Central Military Commission on strengthening the construction of non-commissioned officers, recognize their responsibilities and missions, and enhance their dedication to their posts. Secondly, we should help them recognize their own advantages and build up their confidence. We should guide them to fully realize that compared with cadres, non-commissioned officers have their unique advantages in doing regular ideological work. The first is the psychological integration with soldiers. Non-commissioned officers and soldiers are similar in age and experience, have the same language, are easy to communicate psychologically, and their work is easy to be accepted by soldiers; The second is to understand the accuracy of soldiers' real thoughts. Non-commissioned officers are in the army, and every move, word and deed of soldiers are in their sight. Therefore, directly observe problems, find problems, and accurately grasp the changes of soldiers' thoughts; The third is the timeliness of solving problems. Non-commissioned officers generally have certain experience and the ability to analyze and deal with problems. When there are few cadres, it is difficult to give attention to both energy and tasks, and they can make up for what cadres can't see, think, hear and do in time; Fourth, ideological work has extensive permeability. The ranks of grass-roots non-commissioned officers are numerous and widely distributed, which can effectively combine the completion of the company's phased tasks with the soldiers' ideological reactions, and infiltrate regular ideological work into the whole process of soldiers' tasks; The fifth is to closely coordinate the relationship between officers and men. Non-commissioned officers can play a connecting role between cadres and soldiers, do more work to thread the needle and effectively avoid and eliminate misunderstandings and contradictions between officers and soldiers.
Second, take the initiative to solve problems and reduce the interference of non-commissioned officers in their regular ideological work. Most non-commissioned officers are on the "uphill road" of their careers and families, facing many practical difficulties and unable to solve their own problems. At the grass-roots level, the main problems that plague the ranks of non-commissioned officers are that it is difficult to guarantee the vacation time, to realize the study plan, to realize the problem of marriage and love, to reduce the family burden and to solve the problem of demobilization. The existence of these problems has affected the thinking and work of the ranks of non-commissioned officers to varying degrees. Therefore, grassroots cadres should pay close attention to the practical problems of non-commissioned officers, solve problems for them, and promote non-commissioned officers' peace of mind with love. For the practical difficulties of non-commissioned officers, on the one hand, grassroots cadres should strengthen education and guide non-commissioned officers to treat and deal with them correctly. Especially for those noncommissioned officers with unstable thoughts and negative work, we should take the initiative to rely on them and do a good job of transformation in time. On the other hand, we should try our best to help the non-commissioned officers solve the problem. First, strictly follow the rules and regulations to ensure that non-commissioned officers take vacations. Cadres should not only make themselves relaxed and comfortable, but also reasonably arrange non-commissioned officers' vacations according to factors such as army work, farming time, marital status and family reality. Second, we should arrange accommodation and warm reception for the families of non-commissioned officers who come to the team, and cadres should take the initiative to come to the door to express their condolences and try their best to meet reasonable requirements; The third is to strongly support the desire of non-commissioned officers to learn to become talents. Give full play to the advantages of officers and men with high academic qualifications and organize students to pair up to help and teach non-commissioned officers. Establish a learning room for non-commissioned officers and provide a learning place. Non-work needs, as far as possible, do not occupy the study time of non-commissioned officers, and buy necessary study books for them, and tilt appropriately from the aspects of personnel, location, time and funds; Fourth, grass-roots cadres should help noncommissioned officers make suggestions and find ways to solve their difficulties in marriage and family. At the same time, we should actively contact with local women's federations, neighborhood committees, civil affairs departments and people's armed forces departments through political organs to win their support.
Third, be good at "setting the stage" and tap the internal motivation of non-commissioned officers to do regular ideological work. Don't worry, I don't work hard. In order to highlight the main position of non-commissioned officers in regular ideological work, grass-roots cadres must change their concepts, not treat non-commissioned officers with old eyes, and not manage and use non-commissioned officers with old methods. We should fully respect and trust non-commissioned officers, build a stage for them to play their role, and mobilize their enthusiasm, initiative and creativity in doing regular ideological work. The first is to distinguish the levels of work. Cadres should learn to convey their intentions through non-commissioned officers and rely on them to realize their determination, forming a working path in which cadres lead non-commissioned officers and non-commissioned officers lead all. Encourage non-commissioned officers to solve problems independently within the scope of their duties, and they cannot take over the functions and powers of non-commissioned officers, hitting them to the end with a stick and throwing them aside; Second, it is necessary to give the noncommissioned officers the right of "official" reasonably. We should give them the right to dispose of daily affairs, the right to participate in important affairs and the right to supervise sensitive affairs, so that they can have the right to work and play a better role. In the absence of cadres, outstanding non-commissioned officers can be appointed as acting cadres. The party branch of the company should also appropriately absorb outstanding petty officer party member into the branch committee according to the specific conditions of the unit where party member works, so that they can participate in the discussion of state affairs and make suggestions; The third is to create conditions for non-commissioned officers to play their roles. When carrying out urgent and dangerous tasks, we should give priority to the special role of non-commissioned officers and let them be "pioneers" and "vanguard" as much as possible. The troops should organize contests and scientific and technological training activities, and let the non-commissioned officers show their talents on stage as much as possible. In the usual training, work and study, we should also give full play to the special advantages of non-commissioned officers and let them be "little teachers."
Fourth, strengthen assistance and education to improve the ability and quality of non-commissioned officers to do regular ideological work. Regular ideological work is an art, and enthusiasm alone is far from enough. Compared with cadres, the theoretical level, ability and work experience of non-commissioned officers are weak. Therefore, grassroots cadres should focus on helping non-commissioned officers improve their ability and quality and do regular ideological work. First, it is necessary to help non-commissioned officers improve their theoretical literacy and lay a solid foundation for regular ideological work. The level of theoretical literacy is not only related to the direction of regular ideological work, but also determines the level of regular ideological work. Therefore, it is necessary to guide non-commissioned officers to study Theory of Three Represents Theory and the basic theory of our army's political work, help them master the spiritual essence, and learn to observe, analyze and solve problems rationally. The second is to help non-commissioned officers master the quantitative work path and play an active role in regular ideological work. Seriously organize non-commissioned officers to learn and master the basic characteristics, guiding principles, guiding principles, methods, main contents and laws of soldiers' ideological changes, so that non-commissioned officers know fairly well; The third is to help non-commissioned officers improve their working ability and strive to be experts in regular ideological work. Adhere to the various systems of regular ideological work, adopt the methods of "consultation" on difficult problems, exchange of experience, and specific mentoring to train non-commissioned officers on a regular basis, so that non-commissioned officers can apply what they have learned, integrate and form their abilities, and constantly explore and summarize in practice.
Five, strict requirements, enhance the persuasiveness of non-commissioned officers, and do regular ideological work. Example is more important than language, and facts speak louder than words. Grassroots cadres should combine the use and management of non-commissioned officers, pay attention to inspiring their consciousness, handle the relationship between non-commissioned officers and soldiers, prevent emotional opposition, make non-commissioned officers truly become role models for soldiers, and enhance the persuasiveness of regular ideological work through their good images. Grass-roots cadres should adapt to the new changes in the reform of the non-commissioned officer system, consciously rely on organizational management, system management and regulatory management, and must never break away from laws and regulations and engage in "local regulations" to reduce the requirements for non-commissioned officers. One is to strengthen three kinds of consciousness. By constantly strengthening the "order consciousness, discipline consciousness and soldier consciousness" of non-commissioned officers, they clearly realize that to do other people's work well, we must first manage ourselves, and only by convincing soldiers in behavior and reason can we convince them; The second is to resolve the contradiction between non-commissioned officers and soldiers in time. Conflicts between non-commissioned officers and soldiers are inevitable. Grassroots cadres should take advantage of the situation and resolve it in time to prevent the deterioration of the relationship between non-commissioned officers and soldiers from bringing unnecessary trouble to their work. Especially in "hot spots", it is necessary to enhance transparency, strictly follow procedures, standards and conditions, be open, just and fair, and consciously accept supervision by the masses; The third is to establish the model in time. There are many small experts, experts and authorities among the non-commissioned officers. Therefore, it can effectively enhance the persuasiveness of non-commissioned officers' regular ideological work by setting up models and commending outstanding figures in time according to different characteristics.
This is ideological work, and there are other functions.
In equipment management, this is the basic condition for the army to win the battle. Is the preparation of fire equipment support good or bad in fire fighting and emergency rescue of fire forces? Directly affect the improvement of combat effectiveness. How can we make the fire-fighting equipment in our hands play the greatest role? To some extent, it determines the success or failure of the battle. The content of equipment management of grass-roots squadrons of fire forces is determined according to the needs of fire fighting. Fire engines and vehicle-mounted equipment are the main technical equipment of fire squadrons. As the driver who keeps and uses them, he naturally bears important responsibilities in the combat, training and duty preparation of the troops, and has important status and value.
Since the implementation of the non-commissioned officer system, the proportion of non-commissioned officers in the army has increased year by year. Non-commissioned officers are generally divided into professional and non-professional (management) non-commissioned officers. Professional non-commissioned officers mainly refer to non-commissioned officers in professional and technical positions. These non-commissioned officers generally have expertise and expertise, and have mastered relatively excellent professional skills. In the fire brigade, they are mainly concentrated in the positions of fire truck drivers. According to the strength statistics of Putian Fire Brigade in Fujian Province, there are 96 soldiers in the whole detachment, including 49 non-commissioned officers, including 28 drivers, accounting for 57% of the total number of non-commissioned officers and 29% of the total number of soldiers. It can be seen that how to give full play to the technical backbone role of professional noncommissioned officers is a major event related to strengthening the equipment management level of grass-roots squadrons, and it is worth doing some research seriously.
First, attach importance to the technical backbone position of professional noncommissioned officers.
The basic squadron drivers are basically one car and one person, which is relatively fixed and basically non-commissioned officers. They generally grew up in good soldier, and after the uniform regular driving training of the Corps, they have certain ideological quality, cultural quality and professional quality. They are a technical force that can not be ignored in the grass-roots squadron. For their management and use, it is not only a matter of "driving a good car", but also improving the management of the whole equipment, making overall planning and scientific positioning, and realizing the best use of people and things.
The second is to work hard on the existing equipment and strive to improve the technical level of professional non-commissioned officers.
As a fire fighter, we should be able to master the equipment in an all-round way and achieve the "four skills", that is, we can use, check, maintain and troubleshoot general faults. Professional noncommissioned officers must have certain qualities to play the role of technical backbone, mainly in the following four aspects:
1, familiar with equipment operation procedures. Professional noncommissioned officers should not only operate equipment, but also strictly abide by the operating rules. Do not violate the operating rules at will, resulting in equipment damage and accidents.
2, familiar with the inspection of equipment. Professional noncommissioned officers should be good at checking equipment, pay attention to finding faults during operation, so as to achieve the purpose of inspection, and do not check for the sake of inspection, but only focus on form rather than content.
3, proficient in equipment maintenance technology. Professional noncommissioned officers should focus on the usual equipment maintenance, and care for equipment as much as household appliances. Know why to maintain, how to maintain and what to maintain, so as to do a good job of maintenance with high standards, improve the service life of equipment and make it better play its combat effectiveness.
4, familiar with general equipment maintenance technology. With the extension of the service life of the equipment, some faults may occur. As a professional noncommissioned officer, on the basis of being familiar with the performance, principle and structure of equipment, we should find faults in time, accurately analyze the reasons and take correct measures to implement maintenance. Especially in fire fighting, it can quickly and effectively eliminate faults.
Third, the way to give full play to the technical backbone of professional non-commissioned officers.
1. Ask the non-commissioned officers to "take" the conscripts with exemplary actions. Professional noncommissioned officers should use their own skills to drive conscripts to keep and use equipment together. We should teach them by hand, let them learn skilled skills as soon as possible in their posts, drive conscripts to study hard and delve into technology, and drive conscripts to develop a learning attitude of Excellence and meticulous learning spirit, so as to master more professional skills as soon as possible.
2. Ask noncommissioned officers to "help" cadres with the overall concept. Squadron cadres are generally mobilized frequently, and they may not be able to master the maintenance skills of equipment skillfully. As a professional noncommissioned officer, starting from the overall concept, it is natural to rush to the front line to solve problems and help cadres do a good job in technical application. We should regard our own technology as an integral part of the combat effectiveness of the troops.
3. Non-commissioned officers are required to "pass on" the technology with a high sense of responsibility. The skills of professional non-commissioned officers are cultivated by the army and should be passed on to other comrades without reservation. Conservatively treating knowledge as private, or as a bargaining condition with the organization, will lose the existence value of non-commissioned officers. We should bring the old and the new, the strong and the weak, and the teachers and apprentices. Only by inheriting and developing the skills of professional non-commissioned officers can they have real value and benefits.
Four, several feasible measures for the management of non-commissioned officers in grass-roots squadrons.
1. Establish the selection, training, use and incentive mechanism of professional non-commissioned officers to promote the generation of professional talents. According to the actual situation of each team, relatively perfect rules and regulations should be promulgated and implemented, so as to overcome the randomness and "relationship" in the management of professional non-commissioned officers, create a good atmosphere of "respecting talents, attaching importance to talents, cultivating talents and striving to be talents", and make professional non-commissioned officers have a dry head, hope and knowledge, improve their sense of responsibility and honor, and strive to play a role in their posts.
2. A noncommissioned officer is responsible for the management of squadron equipment and technical personnel, and acts as a "consultant" for cadres in terms of equipment. Fire-fighting equipment is the weapon of firefighters and also the weapon of fire-fighting forces. In logistics management, all grass-roots units are required to have specialized agencies or full-time personnel responsible for this work. As for the grass-roots squadron, according to the actual situation of the squadron, an advanced member with excellent thinking, exquisite technology and certain management ability can be selected from the professional non-commissioned officers as the technical director of the squadron, responsible for supervising other professional non-commissioned officers to perform their duties, inspecting and supervising the management and use of the equipment of the whole team, attending team affairs meetings, serving as the squad leader-level backbone of the squadron, and providing professional non-commissioned officers and equipment assistance for cadres. Promote the implementation of management by teaching ten with one instruction and managing ten with one instruction.
At present, drivers can be in charge of high-tech equipment and implement the responsibility system. For the existing high-tech equipment of each squadron, it is unscientific if it is simply distributed to combatants, and it is difficult to maintain and use it correctly with high quality. Drivers generally have certain knowledge of machinery and maintenance, so they can be assigned to take care of them. The work intensity is not great, the management and maintenance can be ensured in place, and the possibility of damage and poor storage of high-tech equipment can be reduced. This is an effective measure under the current situation.
Generally speaking, professional noncommissioned officers play a very important role in the fire squadron. Only by giving full play to their technical backbone role can we really improve the management level of equipment.
Finally, I posted an article on strengthening the management of non-commissioned officers from the perspective of strengthening organizational role. Big brother must be rewarded with points. There is no credit for the hard work.
After the reform of military service system, non-commissioned officers have become the main body of grassroots teams. In particular, most of the non-commissioned officers above the second level are squad leaders and backbones with different professional skills, and they have become the backbone of duty training and fire fighting and rescue in grass-roots squadrons. The management of non-commissioned officers above the second level is directly related to the stability of grass-roots teams. However, according to the author's understanding, it is difficult for most grass-roots squadrons to manage non-commissioned officers above the second level, and there are widespread problems such as poor awareness of "soldiers", neglect of personal details, leave, marriage, misunderstanding of consumption concepts and so on. Therefore, most grass-roots cadres regard the non-commissioned officers above the second level as "barbed soldiers", which not only can not play a role, but even some non-commissioned officers react in the squadron, affecting the overall construction of the team. So, how to play the role of these non-commissioned officers above the second level? The author thinks that management should be carried out from different angles, not only by administrative means, but also by giving full play to the educational management role of party organizations. Indeed, most grass-roots units did not strengthen party member's consciousness to strengthen the management of non-commissioned officers, and most of them took administrative measures in management, which led to the sense of honor and responsibility of non-commissioned officer party member being weakened, and the vanguard and exemplary role was not obviously brought into play. Some non-commissioned officers party member did not have a deep understanding of party member's advanced nature, thinking that as long as the technology is excellent, strong technology means high consciousness, thus ignoring ideological transformation. Some people think that as long as there is a critical time, it doesn't matter to work at ordinary times.
And "give full play to the main role of non-commissioned officers in the grass-roots management of the army." Non-commissioned officers are the backbone and backbone of army building. With the promulgation and implementation of the new military service law, how to give full play to the role of squad leaders in the grass-roots management of troops, especially in the management mode of "inheriting the traditional management methods to manage soldiers", is a concern of leading organs at all levels, especially grass-roots cadres, under the new situation. First, the importance of "managing soldiers" The so-called "managing soldiers" refers to the mutual management of soldiers based on rules and regulations and taking the squad leader management as the main body. With the promulgation and implementation of the new military service law, a large number of good soldier will be selected as non-commissioned officers and retained as the backbone of army building for a long time. They have rich practical experience, high professional and technical level, strong ability to work independently, good prestige among the masses, get along with conscripts day and night in the ranks of soldiers, are familiar with rules and regulations, have strong organizational management and lead troops, and have laid a solid foundation for the implementation of "military management" first. At the same time, with the continuous promotion of quality education and the remarkable enhancement of soldiers' cultural quality, the quality of the squad leader will be greatly improved, which has also played a very good role in promoting and promoting the activities of "managing soldiers".
With the arrival of the information society and the modernization of mass media, a large number of ideological trends of coexistence of good and bad constantly impact the barracks, making it more difficult for managers to know soldiers. As a soldier, the monitor is the most familiar and familiar with soldiers. They are easy to get close in time and space and communicate emotionally. Giving full play to the role of the monitor is not only conducive to finding problems in time and doing a good job in a targeted manner, but also can help managers effectively eliminate blind spots in management and achieve the effect of "picking up what is missing". Therefore, under certain circumstances and conditions, "soldiers manage soldiers" has more advantages than "officials manage soldiers". Secondly, the management of our army itself is based on a high degree of consciousness and has a strong mass character. Carrying out "military management" is not only a vivid embodiment of the nature and purpose of our army, but also a concrete application of the mass line in grass-roots management. Moreover, through the development of "martial law" activities, it can also stimulate the sense of ownership of grass-roots non-commissioned officers, enhance their initiative and consciousness of accepting and participating in management, urge them to learn to "put themselves in other's shoes" in management, enhance their understanding and support for cadre management, and produce "1+ 1 >: 2" management.
Thirdly, through the development of "martial law" activities, managers at all levels can also think a lot about their management motives, behaviors and effects, and urge managers to correctly understand and grasp all kinds of new situations and problems faced by grassroots management under the new situation; Recognize the essence and mainstream of contemporary young soldiers and adapt to the ideological characteristics of contemporary young soldiers, such as democracy, willingness to participate and courage to innovate; Give full play to the objective requirements of the squad leader's leading position in army management, start with improving the important understanding of soldiers' self-education management in the new period, organically unify the basic needs of soldiers' progress and development, so as to improve their own management level and promote the continuous development of basic management activities in the army to a high level.
Give full play to the role of the majority of non-commissioned officers in the grass-roots management of the army and do a good job in the ideological and political work of non-commissioned officers. We must grasp the following points:
First, the concept should be new. In the actual management education, the concept of leading troops is outdated, and the contradiction between ideological and political education and the training of non-commissioned officers is still outstanding. The innovation of regular ideological work is the new characteristics and inevitable requirement to adapt to the objects of ideological and political work in the new period. Non-commissioned officers have been in the army for a long time, and the traditional persuasion and education methods have little influence on them. On the basis of traditional ideological and political education, how to update ideas, use the attitude of keeping pace with the times, use advanced ideas, scientific principles and deep feelings to guide non-commissioned officers to be reasonable, disciplined and dedicated, and encourage them to make contributions based on their posts, which requires soldiers to improve their "five abilities", that is, to improve their ability to find problems and to improve their ability to choose methods, and so on.
The second is to correct the problem. Usually, in the process of management, some grass-roots managers are reluctant to walk around the camp. In addition to normal training, they spend most of their time sitting in the office writing materials and reading documents, unable to accurately grasp the situation of soldiers and camps. In fact, we can only make overall arrangements in our daily work, turn our legs, understand and master the camp dynamics in time, and find problems in time. For some details, some "dead corners" can't be found in time, leaving some hidden dangers for army management, and knowing all kinds of situations in the camp can be conducive to the normal development of all work. This requires that our grass-roots managers should be careful in their daily work, find problems and think about them according to the requirements of standardized management of the army, and ask the army to correct them in time. If you find a problem and don't want to talk about it, you think it's a trivial matter and indulge yourself. If we think like this, we may lose a lot because of small things, leading to a total denial of the regularization of the army. "The embankment of a thousand miles, collapsed in the ant nest". This is a very simple road. Therefore, only by taking precautions in our daily work and stopping and correcting all kinds of problems that are not conducive to army management at the first time will we not turn small problems into big problems. Of course, when we talk about problems, we should pay attention to ways and means, get to the point and get to the point.
Third, listen to opinions. Some grass-roots managers lack the broad mind to listen to others' opinions with an open mind in their usual management. They like to "speak at one word", take themselves as the center, and one person has the final say, which greatly restricts the development and standardized management of the troops. At ordinary times, we should listen to the opinions of comrades extensively and discuss the development of the army together; Listen to the soldiers' suggestions and their voices with an open mind, keep abreast of the soldiers' ideological trends, help solve ideological and personal problems, grasp the feedback from the people around the camp to the troops, modify the opinions put forward by the masses, and encourage them if there is anything wrong, so as to truly build a "mighty teacher and civilized teacher" that the people are satisfied with.