后方仓库如何根据自身的特点,贯彻落实《纲要》? 一、在指导方法上,要处理好“面对面”与“大包揽”的关系。后方仓库基层单位多,这些单位对仓库领导依赖性大。而仓库领导对基层事务包揽过多则导致精力分散,形不成“拳头”。由于仓库领导大包大揽,分队主官没有压力,基层支部解决自身问题和领导本单位全面建设的能力难以提高。如何改变这种状况呢?办法是要正确处理“面对面”领导与大包大揽的关系,把主要精力放在抓主要矛盾上,着力点是加强分队主官的责任心。首先,要更新观念,改变方法。仓库一级领导要从繁琐的事务堆里脱出身来,把主要精力放在抓大事,指方向, How to implement the “Outline” according to the characteristics of the rear warehouse? First, in the guidance method, we must deal with the relationship between “face to face ” and “big contract ”. The rear of the grass-roots units and more, these units rely on the warehouse leadership. The warehouse leadership sweeping over the grass-roots affairs lead to the fragmentation of energy, can not form “fist ”. Due to the fact that the warehouse is under the leadership of big bales, there is no pressure from the subordinate officers and the ability of the grassroots units to solve their own problems and to lead their own units in their all-round construction is hard to be improved. How to change this situation? The solution is to correctly handle the relationship between leadership and big package, focus on the main contradiction, and focus on strengthening the sense of responsibility of the team leader. First of all, to update the concept, change the method. Warehouse leaders from the cumbersome transaction pile in the body, the main focus on grasping the event, that direction,