1, the concept of equality depends on it. Lack of in-depth research and thinking on the major decision-making arrangements of the central and provincial committees, lazy thinking, negative attitude and slow action; Carry out the requirements of superior deployment, copy it, do not combine with reality, do not deeply understand the situation, do not study specific implementation measures, generally rough up and down, big and big, ineffective; Perfunctory and perfunctory tasks assigned by superiors; Put off the work you undertake if you can, don't push it, dial it and turn it around. Some key tasks that have been explicitly requested to be promoted, such as documents and meeting minutes; With the documents and meeting minutes, we have to wait for the superior to dispatch and wait for the brother cities and counties to gain experience first.
2. Have the idea of setting up a stall. The work standard is not high, content with generalities, barely passable, not too hard, and the work is mediocre. Some people are comfortable with money and satisfied with success. They talk about some achievements, but they can't see the gap with advanced regions and units, and they can't see the problems in their work. They feel good about themselves and hesitate. Some guard their own "one acre and three points", do nothing in their posts, stay up all day, face the advanced, despite the rapid development of the outside world, they remain "calm" and work for many years.
3. Enjoy your thoughts. Some thoughts are not about work, but about how to enjoy life, have fun, eat all day, have no purpose, and work hard, so people will be separated. In particular, some cadres who are close to retirement age feel that they have worked hard for so many years and sweated so much. It is time for them to "catch their breath and rest their feet", pursue ease and comfort, have no energy to do things, and their enterprising spirit has faded. Some jobs are light and afraid of heavy, and they are unwilling to suffer hardships. Others are unwilling to take charge of safety production, family planning, letters and visits, and other work. Some people are unwilling to "settle old scores" for long-term accumulation and historical problems, and rely on time to digest contradictions; There are also "top leaders" of departments who take the initiative to transfer to second-line posts, and do not want to rush to the front line, just seeking leisure.
4. Have the idea of seeing. Some people are used to being "setters" and "shopkeepers". They don't want to do it themselves. No one relies on execution, and the final work is empty. Some people like to give orders and make comments. They just do nothing as commentators, not as combatants. Grassroots reflect that some cadres "only shout songs on the shore and row desperately in the water."
5, there is utilitarian thinking. Don't want to do something that is not good, push it out. Especially in the face of strict discipline, some hidden rules have been broken, some interest chains have been cut off, and some departments and cadres feel unprofitable, slow and passive. According to the interests of departments and individuals, some "scissors difference" the deployment requirements of superiors, and implement what is desirable, and shirk or adapt what is not desirable. Some people design themselves all day, haggle over every ounce and pay too much attention to personal treatment. They feel that there is little room for promotion and little welfare, so they feel that they have no job and no hope, and their enthusiasm for work has declined or even fallen behind.
6. Have standard thinking. Some do not actively promote reform and are unwilling to decentralize. Regarding decentralization, there are bright and dark, and it is still awkward to interfere with the "hand" of the market with the "hand" of administration. Facing the power list, negative list and responsibility list, it's like putting on a spell. On the surface, some departments approve "slimming", but in fact, it is the intermediary "fattening" and letting decentralization "replace trees with flowers". For the work that needs to be completed by multiple units, some are unwilling to take the initiative to participate and take the lead. Some people don't have a strong sense of overall situation and cooperation. They passed the buck at the boundary of responsibility and kicked each other's balls. They are unwilling to step forward and do more comprehensive and holistic tasks. They can push and push or hide.
Second, I am worried, timid and afraid to take responsibility.
1, afraid of making mistakes, afraid to make bold decisions. Some people don't make decisions. They don't make decisions. They are too cautious and work at a slower pace. Some people are afraid to do what they used to do normally, for fear of problems. They ask for instructions and report at different levels, get the signature of the leaders, and the main responsible comrades can only decide when they are present. Some leading cadres insist on meeting to study things that could have been decided by one person, which seems to be democratic in style and decision-making. The practical purpose is that everyone has the responsibility to bear it.
2, afraid of risks, dare not innovate and break through. In the face of the task of reform and development, some people dare not gnaw at "hard bones" and lack the ambition to overcome difficulties, the courage to try and the courage to be responsible. They dare not do things without precedent, dare not cross the "thunder pool" and lack the spirit of being the first. In the face of difficulties and contradictions, some people look forward to the future, suffer from loss, think about retiring first, only seek their own safety, and don't want to make progress in their careers.
I am afraid that if I do too much, I will make more mistakes and dare not take the initiative. Some people are afraid of "lifting too much water and dropping too many cans" and pursue "doing more is better than doing less", "I would rather do nothing in order not to have an accident". In the face of practical problems, some people are worried that doing too much will create new contradictions, deliberately turning a blind eye and letting it go. Some people are afraid to make up their minds on issues such as land acquisition and demolition involved in project construction, which will lead to delays or slow progress of some conditional projects.
4, afraid of getting into trouble, afraid to face the masses. Some people have scruples about the problems or letters and visits strongly reflected by the masses, fearing that once they take over, they will not show their attitude, respond positively or solve them actively. Some comrades said that some letters and visits were not complicated at first, because they avoided contradictions and the masses and missed the best opportunity to solve problems.
5, afraid of offending people, dare not adhere to the principle. Some pursue the concept of "it doesn't matter if you can't do it, at least don't offend others", cherish feathers and protect yourself. Some people worry that if they really take care of everything, others' "cheese" will be passive and their personal interests will be damaged, and they will lose their votes in the future and choose "low-key". Some know that cadres have problems and dare not criticize them. What they want is how to cover them up and accept it.
6, afraid of hype exposure, dare not "show up." Some cadres are frightened by the phenomenon that the media keeps breaking the news. They are not used to working under the attention of the media and the supervision of the public, and are not good at dealing with the media and dealing with key issues. Some cadres are worried about being hyped into a hot spot by the media, worried about being targeted, turning over old accounts and causing other problems. Some cadres have doubts when dealing with business owners, fearing that they will be said to be rich and attract gossip, which is not good for personal influence and will no longer take the initiative to serve.
7, afraid of taking responsibility, work buck passing. Some window units and cadres in the service industry have no explicit excuses. If they don't do it or do it slowly, their implementation will be discounted. Some departments dare not bear the responsibility of the first seal when handling project approval. The examination and approval items of several departments are in front, and the leaders should coordinate everything.
Third, the ability is insufficient, there are not many ways, and they will not take responsibility.
65438+ Some people think that not only GDP is not GDP, but also the quality of development, which leads to the one-sided understanding of "take your time, don't worry".
2. The concept change is not timely, and there are inertia thinking and path dependence. Accustomed to seeing problems and doing things by experience and old methods, I feel uncomfortable and ineffective in the face of new normal and new requirements, and I am helpless in the face of difficulties. Some comrades said that in the past, in order to speed up development, in the construction of investment projects, various localities implemented policies such as taxation, non-tax revenue, preferential fiscal revenue and expenditure, and material rewards in assessment to enhance their attractiveness and arouse their enthusiasm. Now they are not allowed, and many cadres are at a loss.
3. Insufficient research on new situations and new problems and insufficient knowledge reserve. Some simply blame the slow progress of work and the inadequate implementation of tasks on external factors such as policy adjustment and institutional mechanisms, and cannot find reasons from themselves; Some students are interested in learning, but they are not enthusiastic about new knowledge and new business related to work. For example, some people are unfamiliar with new industries and new formats, and follow-up study is not timely. Some people lack knowledge of finance, information industry and modern logistics, while others have no broad vision of cultivating ideas such as innovation and entrepreneurship, Internet economy and intelligent manufacturing. There are "skills panic" and "ability crisis" in the guidance work.
4. How to carry out the work better under the new normal, there is not enough active research and few measures. Everything is waiting for the superior to formulate policies and the leaders to come up with ideas. For example, in the project approval, in the past, in order to speed up, we often "get on the bus first and then buy tickets", but now these methods are no longer used, but how to simplify the approval process and reasonably reduce the time limit for approval, not only strict procedures, but also ensure the progress, is not enough careful thinking and exploration. Some people lack a sense of direction, don't know the clue, don't know how to take responsibility, how to push and how to exert their strength.
5, sing well, do poorly, talk strategically and methodically, but do helplessly. Some cadres regard talking on paper as a skill, engage in "empty talk", sit and talk, promote work only with thunder and no rain, empty talk without practice, and draw cakes to satisfy hunger. On the surface, they are vigorous, but they don't care about the actual effect of the work or whether it is beneficial to the masses.
Carry out in-depth special rectification of problems such as "inaction and fear of difficulties"
Since the beginning of this year, Minqin County has closely combined the "two studies and one work" study and education, insisted on carrying out the special rectification activities of "inaction, slow action and fear of taking responsibility" by various measures, and promoted cadres and workers to take the initiative and take responsibility. The work style of government organs and cadres and workers in this county has continuously improved, the work efficiency has been greatly improved, the sense of responsibility has been further enhanced, and all work has been promoted in an orderly manner.
Deepen study and education. Adhere to the study and education throughout the "inaction, slow action, fear of responsibility" and other special rectification activities, and strive to promote the formation of learning and working learning.
Strengthen self-examination and self-correction. Adhere to the problem-oriented, insist that leading cadres take the lead in self-examination, and cadres and workers take a combination of self-examination and mutual inspection to check the problems, and require cadres and workers to combine special rectification activities such as "inaction, slowness and fear of responsibility" with their daily work, and insist on making changes while checking, checking and correcting immediately, and making changes as soon as they check.
Strengthen supervision by public opinion. Establish a complaint handling system and mechanism, seriously accept complaints and reports from the masses, adhere to the principle of "complaints must be investigated and results must be reversed", and ensure that problems reflected by the masses are echoed and implemented. At present, the county's "12345" convenience service center and the county implementation office * * * received complaints and reports 14, which have been settled and answered.
Pay close attention to problem rectification. Through holding a forum and setting up a complaint reporting box, we will solicit opinions and suggestions from the masses, customers and all walks of life. According to the opinions and suggestions solicited, formulate rectification measures and target requirements one by one, clarify the responsible person and limit the rectification time limit; Establish a special rectification ledger, implement ledger management for the implementation of problem rectification, and implement sales number management for the problems that have been rectified, "one is completed and one is sold"; For those who fail to complete the rectification on time, it is necessary to supervise the listing and interview the responsible leaders and relevant personnel to ensure that the problems are rectified in time.
Strict system implementation. Adhere to conscientiously implement the system of attendance, leave cancellation and duty of cadres, strictly implement the "eight systems" of efficiency construction of organs such as post responsibility system, first inquiry responsibility system, one-time notification system, time-limited completion system, efficiency evaluation system, AB post system, post-leaving notification system and accountability system, fully implement the responsibility system for key projects, publicity system, zero error system, workflow signature system and accountability system for work errors, and further improve the working mechanism of efficiency supervision and inspection.
Serious supervision and accountability. Using the electronic monitoring video monitoring system, the daily real-time monitoring of the work of the staff in the convenience service hall of 19 township (street) and county government service center was carried out; Using the online open and transparent operation information system of administrative power, the management of administrative examination and approval services in the county was monitored and evaluated electronically, and the townships, departments and units with problems were supervised in time, and 30 supervision suggestions were issued. At the same time, an inspection team was formed, which went deep into towns, departments and units, carried out four centralized inspections, and seriously held accountable the units and individuals with problems. * * * As an outstanding problem investigation 1 piece, two people admonished and talked with each unit and two cadres in informed criticism 1 piece of the county.
Five measures to improve performance management of Jiayuguan State Taxation Bureau
Jiayuguan State Taxation Bureau adheres to the problem orientation, summarizes past experience, pays close attention to implementation, pays attention to assessment results, strengthens performance thinking, dances performance "baton", makes good use of work "propeller", is determined to go all out and strive for good results throughout the year.
First, internet plus, a warm reminder. On the one hand, we have a thorough and detailed understanding of the performance needs through the performance WeChat group, and constantly explore and integrate the performance resources. On the other hand, we use WeChat group to track and monitor the performance operation in real time, solve possible problems at any time and break through the limitations of space and time.
Second, timely adjustment and optimization of management and operation. Combined with the adjustment and change of performance indicators of provincial bureaus and the problems existing in the operation of performance management, a performance appraisal committee will be convened in time to examine and approve performance indicators and additions and subtractions, so as to make the system more perfect, and at the same time strengthen training and learning, so that the system adjustment can be transmitted in time.
The third is to carefully analyze and prevent risks. Organize and analyze the indicators with points deduction or risk reduction in advance, put forward constructive suggestions on how to avoid or reduce risks, do a good job in performance risk prevention and control, and strive for no or less points reduction.
The fourth is to pay close attention to the highlights and focus on the indicator nodes. According to the idea of "process management and node control", the related indicators are sorted according to the order of nodes, so that all work can be promoted. Daily monitoring of grading evaluation indicators, addition and subtraction of sub-projects, close tracking of work progress, measures and results, firmly grasp the indicators with significant assessment scores, and concentrate on promoting the effective implementation of key indicators involved in annual key work.
The fifth is to make up the shortcomings and stimulate the enthusiasm of cadres. Strengthen the trace management and process management of cadres' daily work, solve the outstanding problem of "difficult assessment" of personal performance, record and track the workload and work progress of cadres' daily work in combination with FTP and work log, and take this as an important basis for personal assessment, promote the decomposition and implementation of all work, and form a work situation of "everyone is better than performance".