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没有人不想受到重用。问题是什么样的人才会受到重用? 有人认为这个问题太简单,早有定论,不就是“德才兼备”吗,还能有什么新的说法?这当然没有错,不过,这只是一个原则。100个没有受到重用的人也许有100种不同的遭遇;100个上司重用下属的标准则可能超过100种……迄今为止还没有人出版一本“怎样才会受到重用”的完全手册.我们也不知道以后谁能做到这点。所以,本期的话题既是为了给读者提供借鉴和思考,也是在抛砖引玉,希望能得到相关人士的关注。 对于具体的领导人,由于他的责任定位不同,单位性质不同,工作类别不同,所处时期不同,再加上自身政治、业务素质不同,个人风格不同以及提供给他的人力、物力资源情况不同,他对下属的喜好必呈百态千姿。
No one does not want to be reused. Some people think that this question is too simple. If there is a definite conclusion, is it not a matter of “ability and political integrity”, and of any new statement? This is certainly not a mistake. However, this is only a principle. 100 unused people may have 100 different encounters; 100 supervisors may reuse more than 100 subordinates ... No one has so far published a complete manual on “How to be reused.” We also I do not know who can do this later. Therefore, the topic of this issue is not only to provide readers with reference and thinking, but also initiate, hoping to get the attention of stakeholders. For specific leaders, due to his different positions, different nature of units, different types of work, different periods of time, different political and professional qualities, different personal styles and different manpower and material resources provided to him His liking to his subordinates must be in perfect balance.