Wang Haiyang sat quietly at the conference table and listened to others. Since it was Vézé who spoke, Wang Haiyang had no opinion on it. The other participants were basically his father and brother's people. Wang Haiyang couldn't keep up with the sophistication of this group of people in dealing with problems in two or three days.
As soon as the Military Governor Of Vaize opened his mouth, Wang Haiyang was stunned. "Let's make a plan based on the defeat of the Transvaal Republic." If it weren't for the Commander-in-Chief's statement, Wang Haiyang wouldn't have believed it. The Min dynasty had determined the defeat of the Transvaal Republic before the weapons supporting the Transvaal Republic had been shipped? The jump in the middle was too big.
The others were not surprised, nor were they at a loss. The Military Commission proposed a more comprehensive arming of China's mining equipment. The Ministry of Foreign Affairs said that if the United Kingdom took the initiative to contact the Ministry of Foreign Affairs, the Ministry of Foreign Affairs would announce that China's commercial interests in the Transvaal Republic must not be infringed in any way. If the United Kingdom did not take the initiative to contact the Ministry of Foreign Affairs, the Ministry of Foreign Affairs would take the initiative to announce to the United Kingdom that China's commercial interests in the Transvaal Republic must not be infringed in any way.
The representative of the Navy in the Military Commission didn't say so much. The representative only asked one question. "What kind of war intensity should the Navy consider?"
Vézé replied, "Be prepared for the possibility of the British Grand Fleet being dispatched."
Looking at and listening to the participants' relaxed answers, Wang Haiyang had only one feeling. The power of the President was much greater than that of the Prime Minister. The official position of Military Governor Of Vaize was the President of the Min dynasty. He was the one who made the decision. The Prime Minister was just the head of the administrative department who led the government to implement the decisions of the organs of power. What's more, no matter how fierce the current situation was, all the corresponding preparations had been completed. The whole country only needed to deal with the problems with the countermeasures that had been completed before.
The gold mine problem didn't take too long. Wang Haiyang didn't have many issues that needed to be discussed at the Politburo meeting. The only problem was that the immigration to North America needed to be intensified. It would be great if it could reach 20 million in the next four years.
"Then let's recruit." Vézé gave a suggestion. Since immigration had become so difficult, the local area would be regarded as a super-large state farm. The people who went there would work, not migrate. He didn't know if this approach could dispel everyone's concerns. Since the other committee members did not object, Wang Haiyang decided to give it a try.
After discussing the issues that needed to be taken out as a whole, each department began to deal with their own work. According to the schedule, Vézé participated in the work discussion of the State Council.
The main content of this discussion was to strengthen the transformation of the enterprise and improve the production process. In history, modern business management started with Tyler. Maybe it was because Vézé's appearance had such a great impact on the world, but Tyler was still a nobody, and no one had ever mentioned him. Thanks to Vézé's efforts, China's own production management system was launched.
One of the core of the Taylor System was that "scientific management is like a labor-saving machine, its purpose is to increase the output of each unit of labor."
In order to achieve this goal, the management of the Tiro system includes
1. The fundamental purpose of management is to improve efficiency.
2. Establish work quotas.
3. Choose the best workers.
4. Implement standardized management.
5. Implement an incentive payment system.
6. Emphasizing the "spiritual revolution" of cooperation between employers and workers.
7. Separate planning and execution functions.
8. Implement the functional foreman system.
9. Implement the principle of exceptions in management control.
Vézé had also learned this part of the content, and he used it as the management program of the Min dynasty.
"… Scientific management is the integration of various elements that existed in the past, that is, the collection of original knowledge, analysis, combination, and classification into laws and rules, thus forming a science …
… Scientific management is not an efficient way, not a way to achieve efficiency, not a way to achieve efficiency in a series or in batches …
… Scientific management is not a new system for calculating costs, a new way to pay workers, not a piecework system, not a bonus system, not a payment system, and not a plan to control workers at all …
… Scientific management is not holding a stopwatch to observe a person's work and record his situation; it is not a study of working hours, not a study of movements, or the analysis of workers' movements …
… Scientific management is not printing a lot of forms and handing them out to some people, and saying, 'This is your system, follow it'; it is not a system of division of labor or functional foremen …
It is not any of the methods that the average person thinks of when it comes to scientific management. When the average person hears the word 'scientific management', he thinks of one or more of the methods mentioned above, but scientific management is not any of them … "
This stylistic statement of negation left a deep impression on Vézé, and he naturally used it. Where there are people, there are conflicts, and where there is labor, there are contradictions.
"Scientific management in essence involves a total psychological revolution of the workers in any specific organization or industry — a total psychological revolution in their attitude towards their work, their fellows, and their obligations to the owners of the enterprise. Similarly, the owners of the enterprise themselves must undergo a psychological revolution. After all, the enterprise is a state-owned means of production, a place where the value of one's work is realized, or a simple tool used to increase one's assets. Without this kind of comprehensive psychological revolution on both sides, scientific management cannot exist. "
Vézé could understand a lot of the theoretical stuff flying around the meeting, but it was obvious that many of the participants did not understand, or even if they understood, they did not agree with it.
In any case, the system was the system, and the policy was the policy. Those who did not obey the system and did not implement the policy had to be removed from the system. The Minister of Industry made a speech. "In order to reverse the prejudice and misunderstanding of the workers against mental work, we have recently considered implementing an attempt to raise the level of understanding of the workers in the state-owned enterprises. There is also an attempt to open up the distribution system. "
The words were rather forced, and it was no wonder that the Minister of Industry was in such a mood. It was a strange feeling that the high and mighty ruler had to bend down and explain to the grassroots workers what the upper echelons had racked their brains to come up with. It might even raise the question of "who is the boss?"
But the Ministry of Industry and the other ministries did not raise any questions this time. Over the past ten years, the role of excellent workers in the enterprise had become more and more prominent. With a capable team and a team of workers, the level of the enterprise could be greatly improved. Without such a team of workers, the enterprise would encounter a lot of problems. In the experiment, the more the system was explained, the more the workers would understand. As long as the anti-system black sheep could be eliminated, the workers would adhere to the "how much money, how much work" attitude to complete the work they were supposed to do.
Of course, under this clear system, the workers who aimed to improve their abilities could also stand out, become the backbone of the technology, and take up leadership positions. After the internal management principles and the obligations and responsibilities of each position were clearly explained to the workers through open discussions, the feudal system in the state-owned enterprises was greatly weakened. The first factories to adopt this model had good results. Although the upper echelons had their own views on this, they did not dare to go against the policy set by President Vézé and the Politburo.
Seeing Vézé silently take notes in his notebook, Wang Haiyang, who lacked the experience of chairing this kind of meeting, felt uneasy. Wang Haiyang also had the habit of taking notes, similar to the habits of most leaders. Part of the notes were the key points of the other people's discussion or key data, and the other part was the opinions of others. The things that they agreed with, and the things that they disagreed with. This was far more important than the specific work. With the Min dynasty's system, Wang Haiyang could get the reports after the meeting, as well as the contents of the notes that were sorted out after the meeting. But the instantaneous judgment of a person was fleeting, and it was more reliable than anything else to write it down.
The way the commander-in-chief wrote a few notes every once in a while seemed like an evaluation of a person. Once the commander-in-chief determined a person's attributes, that person's fate would probably be determined. And it wasn't just the group of ministry personnel who were determined, Wang Haiyang himself was also the target of observation and determination. Wang Haiyang could not help but feel nervous.
Similar to what Wang Haiyang thought, Vézé was indeed recording the corresponding content, but it wasn't to settle accounts after the autumn, but to prepare for the party class learning at the party committee meeting. Ideological questions were never simple questions. There was a questioning process at the party meeting. If Vézé could not prepare in advance, when faced with questions, especially when the questioners intentionally or unintentionally mentioned the existence of presuppositions, Vézé could not sternly tell those people, "Don't give me presuppositions."
Things that needed to be answered had to be answered. If he could improve the ideological level of his comrades through the party meeting, or at least reach a consensus on the way to understand the problem, the benefits would be extremely great.
After the meeting of the State Council, Wang Haiyang finally had time to deal with some targeted work. While eating lunch with Vézé, Wang Haiyang said to Vézé, "Commander-in-chief, recently Hubei Province has been carrying out trade protectionist policies. I also made a suggestion to Hubei, but Hubei Province obviously did not agree. "
When Vézé heard this, he thought back to the last time he met Zhou Zhengxiong. Zhou Zhengxiong had shown a state of mind to cut off all means of retreat, and he could completely understand the reason why this had happened. At that time, Vézé thought that it would not be easy to forcibly change the market's demand for products, but it was not impossible to forcibly control the market.
Trade protectionism, at least on the surface, obstructed the entry of goods from other provinces into Hubei. But as for the effect of this approach, Vézé was not optimistic about Zhou Zhengxiong at all. Unless Zhou Zhengxiong could convince the people of Hubei Province that high-quality products from other provinces would never enter Hubei Province, the effect of trade protectionism was not something that Zhou Zhengxiong could imagine.
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