Questions regarding the management system of the instrument workshop

Yes, but now it’s necessary to clarify the systems and responsibilities in this area. I used to work in the chemical industry and had no experience with oil refining, so I’m looking for some information on oil refining instrument workshops.

Let me summarize: in this system, the top leader is everything. Unconditional obedience is the rule; flattery is the way to go

Hehe. . . Chinese people are amazing these days; they start implementing management practices no matter whether they understand them or not. . . There are a large number of managers on the first floor, yet the management quality is getting worse and worse. Managers attribute this phenomenon to a shortage of managers. . . There are insufficient management systems. . . Hehe. . . . It’s a joke. Mr. Lu Xun already said about this phenomenon: those who ride on top of the people will eventually be overthrown by them. . . . *The charter states that workers are the vanguard in achieving **social progress, while managers are merely public servants. Your managers are shouting orders at the vanguard all day long; do you think this is a capitalist society? Hehe. . .

The desire remains unfulfilled. . Going further, various Chinese films, propaganda materials, and educational programs all emphasize one concept: winning people over through virtue. What is virtue? It means setting a good example oneself in order to make those beneath one obey. There is constant emphasis on putting oneself at the forefront when facing hardships, delaying personal enjoyment, and stepping forward in times of difficulty. So among you high-level managers, at least a few of you are *, right? How can those of you in management positions become officials and oppress the workers? Since you managers have *employees, then set an example by fulfilling your promises with action: let the workers see that you are willing to endure hardships first and enjoy benefits later. There is a dangerous situation at the site; there are dirty instruments there. It’s necessary to repair those instruments promptly, handle any emergency situations that arise, and clean up all the trash. As managers, don’t just shout at the workers to do the work – do it yourselves first. Let the workers see your actions; that’s how you can lead people through example. Management is not about shouting slogans; it requires you to have a higher level of awareness than your workers, to be willing to contribute without expecting anything in return. So, have you managers done that? All you do is assign work to the workers, claim the credit for it as your own, blame the workers for any mistakes, and then establish a punishment system to exploit the workers’ hard-earned money.

I understand how you feel, my friend; please try to use more subtle wording.

Actually, there are certain situations. Chinese companies, especially state-owned enterprises, often talk a lot about management. It’s just like in life: the more one cares about something, the more likely it is that one lacks it. I work at a power plant owned by a state-owned oil refining company; it’s not part of the oil refining facility itself. I’ve put together some guidelines – you might find them useful! If it’s useful, take a look.