论文部分内容阅读
农电管理应沿着两条路线向前推进:一是如何处理供电企业与农电部门的关系.调动农电部门的积极性;二是如何处理农电部门与农电工的关系,调动农电工的积极性.农电部门在从事面广线长的农村电网的管理中,不是某一个人或某几个人力量所能及的,而是靠全体乡村电工综合力量的集中体现.也就是说,农电管理的水平和成绩如何.与广大乡村电工业务技术水平和积极性发挥与否密切相关.所以,农电组织应同广大农村电工形成一种利益共同体的关系,不能把组织和职工看成是用人与被用人的形式.虽然乡村电工属农村户口,但他们中绝大部分没有从事农业生产的时间,全部精力都投入到了本乡本土的农电管理之中,电网和设备运行好坏与他们的个人利益有着直接联系.农电给乡村电工提供了第二条生活之路,组织与其签订劳动聘用合同之后,就形成了责任共担、利益共存的关系.
Agricultural power management should be promoted along two lines: First, how to deal with the relationship between power supply companies and the rural power sector; mobilize the enthusiasm of the rural power sector; second, how to deal with the relationship between the rural power sector and agricultural power, and mobilize agricultural power Enthusiasm. In the management of rural power grids, the rural power sector does not have the power of a single individual or a few individuals, but relies on the concentrated expression of all the rural electricians. That is, rural power The management level and achievements are closely related to the technical level and enthusiasm of the rural electrician business. Therefore, the rural electricity organization should form a kind of interest community with the rural electricians, and the organization and the workers should not be seen as employing people. In the form of employing people, although rural electricians belong to rural households, most of them do not engage in agricultural production. All their energy is invested in the management of rural electric power in their own country. The operation of power grids and equipment is in line with their personal interests. Directly contact the agricultural power to provide a second way of life for the village electrician. After the organization signed a labor employment contract with it, it formed a shared responsibility and benefits. Relations stored.