"If a worker wants to do a good job, he must sharpen his tools first." It was fully reflected in the first issue of Training for Grass-roots Managers of Textile Enterprises in the whole province. Seventy-eight textile students from different regions, different positions and over 30 years old in the province spent ten days together with the same pursuit and the same concept. Every day, I see the study scenes with concentration and hunger, and hear the voices of mutual communication, which embodies the spirit of cherishing the learning opportunities given by the leaders of our unit and being positive, advancing with the times and realizing self-worth. The time is short, the course is compact, and the content is rich. The wonderful speeches by college leaders and professors are the common feelings of all the students, which gives us a deeper understanding of the current textile situation and the ability and quality that grass-roots managers should have.

Textile industry is a highly market-oriented and highly competitive industry. Western trade protectionism poses a threat to textile exports, and the international trade environment is more severe. It has become an indisputable fact that China's low-level redundant construction has caused the overall shortage of resources. Facing all kinds of challenges, textile enterprises must make accurate market positioning, establish and maintain competitive advantages, pursue the best production efficiency, improve product grades, develop human resources and improve management quality. Only in this way can we survive and develop. With the progress of society, human resource management has become more complicated. Grass-roots managers must give full play to and have the ability and quality of organization, command, control and coordination if they want to become the link between upper-level leaders and employees, boost employees' morale, increase output, ensure output, reduce consumption and cost, and realize and ensure the intentions of company leaders and company interests.

Management is to design and maintain a good environment, so that people can efficiently complete the set goals in the group. Grass-roots managers are both directors and actors in this activity. They must have the ability to understand the instructions of superiors, decompose tasks, guide others' activities, solve problems, be professional and technical, communicate and coordinate well, and motivate subordinates. Their code of conduct and moral cultivation are particularly demanding. These abilities and accomplishments need constant study, accumulation and practice. With personal influence, they can use the power of personality to generate appeal and cohesion, so that employees can give full play to their potential, give full play to their strengths, and Qi Xin can work together to compete successfully.

(Reprinted from the first model website, please keep this mark. ) With the deepening of the reform, the mode of labor and the mode of post staffing under the fixed thinking of public ownership under the planned economy are constantly changing. The acceptance and psychological endurance of employees, as well as the hidden dangers caused by ideological fluctuations, are constantly testing our grass-roots managers' communication and coordination ability and their ability to take what kind of incentives and countermeasures. In September of XX, during the period of structural adjustment, our company carried out humanized operation, allowing older employees with poor health to voluntarily apply for internal retirement. During the operation, it fluctuated greatly, and he was dissatisfied with the proportion of treatment within the scope of retirement. Outside the scope, due to the high labor intensity in the production workshop and the concern about the uncertain factors in the future, people's hearts have been floating for some time by taking collective action for retirement. At this time, communication has played a role in policy propaganda, situation education, different treatment of employees, interlocking, communication in place, and stable return of employees, achieving the expected purpose required by the company and ensuring the normal production order.

The basic definition of management is to accomplish tasks through others. Motivation is to study a person's inner psychological will to finish a job. Whether employees can finish their work efficiently locally and ensure the realization of process objectives is the most concerned issue for grass-roots managers. How to stimulate employees' potential and make them work hard, in addition to establishing a perfect, reasonable and operable system, we must also create a good working environment for employees in specific operations and establish a platform for fair competition. With appropriate incentives, employees' work efficiency will double. XX years 10 copies, the company implements cutting management, changes the accounting unit, and the production workshop is closer to the market. Due to the influence of SARS, the textile market is depressed, it is difficult to take orders, the variety positioning is unstable, the machine is changed frequently, and the number of sets is low, which fully embodies the "constant change". Therefore, as a grass-roots manager, timely and appropriate incentives can ensure the smooth completion of production tasks. In order to solve the shortage of operators caused by the small number of workers, the labor quota was expanded under the condition that the equipment conditions, variety conditions and technical conditions of operators were available, and at the same time, the remuneration was paid according to the excess quota, which not only eased the unfavorable factors brought by the shortage of personnel to production management, but also promoted the substantive changes of labor organization, which played a role in taking everything from point to area.