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最近,笔者结合贯彻落实军委《军队基层建设纲要》,就基层后勤建设情况作了一些调查。从调查情况看,当前基层后勤工作还有一些薄弱环节,值得引起重视。一是连队“粮草官”队伍参差不齐,基本素质弱,管理技能低。目前基层司务长队伍大体可分为三类:一类是从士官学校毕业的士官生,约占司务长总数的8％,这部分人有一定的业务理论基础,但缺乏实际工作经验和组织管理能力,想管而不会管;一类是专业军士,约占司务长总数的44％,他们实际工作经验比较丰富,懂组织会管
Recently, I conducted a series of investigations into the implementation of the “Outline for Army Grassroots Construction” issued by the Central Military Commission and on the grassroots logistical construction. Judging from the survey, there are still some weak links in the current grassroots logistical work and deserve our attention. First, the company “forage officer” team is uneven, the basic quality is weak, low management skills. At present, grassroots chief clerk teams can be roughly divided into three categories: one is a non-official officer who graduates from a non-commissioned officer school, accounting for about 8% of the total number of clerks. These people have some business theory, but lack actual working experience and organizational management skills, Want to manage but not control; one is a professional sergeant, accounting for about 44% of the total number of clerks, their actual work experience is rich, understand the organization will manage