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三年来,我们对建立以考核评比为主要内容的督查工作激励机制作了大量的积极的探索,经每年修订,正日臻完善。我们的主要做法与特点,可概括为以下三点:1.突出重点内容,分解量化任务。督促检查工作包罗万象、内容繁多,考核不可能面面俱到。必须择其重点。究其基本内涵主要有两大方面:一是督查客体.即被督查的事项,按习惯分类包括决策督查和专项查办。这是督查工作好坏与否、成果有无最直观的反映;二是督查主体,即督查队伍。包括机构、网络、制度等自身基础建设情况。
In the past three years, we have made a great deal of positive exploration on the establishment of a mechanism for supervising the work of examination and supervision with examination and appraisal as the main content. We have been making improvements every year since it is revised. Our main practices and characteristics can be summarized as the following three points: 1. Highlight the key content, decomposition of quantitative tasks. Overseeing the all-encompassing work of inspection, the content is manifold and the assessment can not be exhaustive. Must choose its focus. The basic connotation of the study mainly has two aspects: First, the supervision of the object that is subject to inspection, including customary classification of supervision and decision-making and special investigation. This is a supervisory work is good or bad, the results have the most intuitive reflection; Second, the main body of supervision, that is, inspection teams. Including institutions, networks, systems and other infrastructure.