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1 发扬民主,制订切实可行的科室目标管理责任书 对科室实行目标管理,量化考核,制订一个内容较为全面详尽,操作起来较为方便易行的科室目标管理责任书是关键,否则量化考核就可能落空。因此在年初,就在往年目标管理责任书的基础上,认真讨论制订了1998年度各科室目标管理责任书。 首先召开站长办公会议,认真讨论了1997年的目标管理责任书,肯定其总体上是可行的,但也存在有些指标比较含糊,量化不足;有的考核标准扣分不尽合理,使工作人员多、内容多的现场科室在得分上处于不合理竞争境地;对有
1 Promoting democracy and formulating practical and feasible departmental objectives and management responsibility responsibilities. Implementing objective management and quantitative assessment of departments. Formulating a comprehensive and detailed content and easy-to-operate departmental target management responsibility is the key. Otherwise, quantitative assessment may fail. . Therefore, at the beginning of the year, on the basis of the previous year’s target management responsibility book, we carefully discussed and formulated the 1998 departmental target management responsibility statement. First of all, the webmaster office meeting was convened and the objective management responsibility statement for 1997 was seriously discussed. It was affirmed that it was feasible overall, but there were also some indicators that were vague and quantified insufficiently; some demerit points were not reasonable enough to enable staff to Many on-site departments with many contents are in an irrational competition situation in scoring;