The reason why military democracy is the worst kind of cooking is naturally the nature of military operations.

No matter how good the execution is, it is better than the chaos of temporary change orders.

In history, there is a transport captain who is known for kneeling and licking and slaughtering to the outside world, and his favorite thing is to map the territory and fight a war with micro-operations, and his most well-known joke is, "The third squad leader, the chairman has an order, let you move the position of the machine gun forward by five meters!"

That's the problem.

Once the order is changed, the waste of resources and internal friction caused by it is indispensable.

In the same way, skipping the level of reporting is actually the most dangerous thing.

"Skipping reports" means that the communication and management of the workplace are ineffective.

In other words, the whole system is bad.

Crossing the level is to cross the line, the boundary is the class, the class represents the distance, the distance produces hazy beauty, you think that the big leader has high personal quality, the big leader does not show you as a person at all, not the same class, with your status, the top only treats you as a dog, it is not worth being angry for a dog or embarrassing for a dog.

What happens if a mid-level officer in an army finds that he or she often gets orders from his immediate superiors and crosses his superiors?

This guy is not trusted, who knows when he will be laid off?

As a result, no one obeyed this person's orders at all, and it was light to disobey the yang and yin, so I will directly give you a messy stew.

Throughout the ages, the vast majority of organizations in the world, including political parties and armed forces, have adopted a "hierarchical management" system. Because this system has two outstanding advantages: clear rights and responsibilities, and standardized procedures. In other words, the hierarchy defines "who is accountable to whom; Any activity that is not carried out in accordance with this procedure is considered to be a command at a higher level. Of course, the same work can also be reported separately by multiple levels and departments on individual occasions, so that senior leaders can understand the situation in detail. But these are not ordinary situations and are not part of the daily work process. Under normal circumstances, each of us will be clearly informed from the day we enter the unit – to whom you are accountable and to whom you are reporting. Only after understanding the basic rules of this work can we officially start working.

Why is there a "skip command"?

Since the principle of the hierarchical system is conducive to the organization to strengthen the principle of unified command, it ensures the smooth flow of information within the organization. Why does the phenomenon of overstepping command still arise? When a unit encounters important and urgent work, it must mobilize all personnel to complete it, and at this time, it is necessary to dispatch troops and dispatch troops in accordance with the principle of "division of labor without separating families." There is no question of whether it should or should not be done, whether it should be done or not, and whether it is good or not, and the key is to immediately complete the tasks assigned by the higher authorities with high quality.

Some department personnel are temporarily short of personnel due to business trips, transfers, training, etc., so they need to be deployed by units.

For example, the important work of a certain department, the situation that complex problems need to be solved by other departments, or someone has special skills and specialties and can complete a certain work well, so on the premise of not taking up too long, the leaders of other departments ask the person to come to assist.

Some leaders do not pay attention to these small issues, such as your location is just at the door of the office, so you are asked to make a copy of a document, go to other departments to get a copy of the information, notify someone to attend the meeting, and so on. These tasks that take up a short time and are not difficult to complete are told to do them, and the effect is almost the same. In order to streamline cumbersome procedures and improve work efficiency, there is no need to be constrained by the hierarchical management system.

Under normal circumstances, skipping a command level will not have an impact on the unit or the individual. However, if the leader frequently oversteps the command, it will have a bad effect.

Yes, it will increase the additional burden on subordinates. The staff of each department generally divide labor according to the needs of the work and the ability and expertise of each person, although the responsibility is heavy, the number of affairs, but basically can maintain a relative balance. Leaders overstepping their command will increase the burden on individual personnel and disrupt the balance within the department.

Influence the job responsibilities of subordinates. Some young friends often do not notice this, and after receiving the command of the higher level, they are full of enthusiasm and leave their own job responsibilities behind, but they do not know that this is very easy to cause some unnecessary misunderstandings between direct superiors and colleagues in the same department.

It can worsen the interpersonal relationships of subordinates. Just imagine, if your superiors suddenly start to directly ask your subordinates to be in charge? What would you think? Will some strange thoughts and worries linger in your mind? Will you suddenly have the ability to panic?

Superior managers can supervise and inspect the work of their subordinates anytime and anywhere, and find problems, as long as they are not particularly urgent, and may cause huge losses if they are not solved immediately, and the superiors generally should not give orders to the subordinates, but find their direct subordinates related to this matter, investigate and understand, find out the truth, communicate in both directions, find a way, and then give instructions to them to solve the problem. As for whether your instructions need to be conveyed downwards, to whom and what to convey, it is entirely up to him to decide, as a superior you only need to regularly monitor the improvement of this problem. Since this level of post has been set, it is necessary to respect the rights and interests of the managers of this position and give full play to their subjective initiative. If you feel that this level is affecting the work efficiency, it means that there is a problem with the company's organizational structure, and you can flatten the organizational structure and eliminate this redundant level. If the manager is incompetent, he or she can be transferred or replaced through normal and formal organizational procedures. Until then, the role of this level should still be played. Since there is this monk, but you come to hit this bell for him, first of all, it is a harm to the person who hit the bell, and it is also a waste of resources. Secondly, a subordinate can only have one direct superior and be accountable to it. He receives instructions from this superior, receives supervision, and feeds back to him on the results of his implementation. It is precisely this system of each performing its own responsibilities that ensures the efficient operation of the troops.

In fact, in real work, we have adopted a default state because of the situation, and feel that a family does not speak two words, it is a team, a collective, and it is not a big deal. In fact, this is more harmful than beneficial to the long-term development of the collective, regardless of their subordinates, let other departments directly command, and even sometimes try to make it convenient for themselves, directly hand over their work responsibilities to subordinates, directly contact with other departments, and dock, such a management middle level is in a cocoon of self-restraint, sooner or later will reap the consequences.

If this state becomes the norm, it will lead to the department personnel feel that you are the leader, don't care about the, do not know to understand us as much as possible, and they are not busy with their own work, and other leaders also add plugs to arrange other work, this is not a trick? The infection and spread of negative energy will cause employees to criticize your leadership position. In the long run, it is not conducive to departmental management.

It is said that the system should be used to manage people and affairs, but what is a system? A system is a prescribed content that cannot be changed! Your job responsibilities are one of the systems. There are two meanings to work duties: one is to stipulate what you must do! This is your obligation! Second, you can not do anything other than the regulations! This is your right! I do not have this content in my work duties, but I often do this, is that a kind of sabotage of the rules and regulations? When you pick up your job responsibilities and go to your superiors to ask for explanations, you feel ridiculous, and when you make a little fuss, do you already have acquiesced to what the system is? What is more true? When people's thinking is deeply rooted, who will take the system seriously? You want to punish me if I'm late? You're so embarrassed! Why didn't you pay overtime pay when I worked overtime yesterday! What? He won't be punished if he's late, but I'll be punished if I'm late.

Skipping the command is a very uneconomical thing.

Suppose that an organization's command system has four levels, high-level cadres - middle-level cadres - grass-roots cadres - front-line staff, then skipping command means that the high-level cadres of an organization directly command the grass-roots cadres or even the front-line staff by the middle-level cadres, or the middle-level cadres directly command the front-line staff by crossing the grass-roots cadres. From an organization-wide perspective, both of these scenarios are extremely uneconomical. Because every level has its own rights and obligations. If you skip the command, there are three disadvantages.

One is uncomfortable. The middle-level cadres or grassroots cadres who are jumped will feel uncomfortable, and this discomfort may be dissatisfied and unhappy, or they may feel insecure and have no sense of belonging, or they may not want to work hard for the organization.

Second, the instructions are confused. Because they may receive two or even three kinds of instructions, the front-line staff will feel confused, and even doubt the unity of the high-level cadres, middle-level cadres and grass-roots cadres, and then things can easily deviate from the original plan of the top management, such as discounted implementation or even delayed tactics.

Third, resources have not been integrated. Hierarchies mean buffering, coordination, and even mutual feedback and negotiation. It is well known that just as brainstorming decisions are more likely to be accepted and effectively implemented at all levels, negotiated agreements are more likely to be adhered to by the parties involved in the negotiations. An instruction is transmitted to the grassroots cadres, and the grassroots cadres will consult and give feedback to the front-line staff according to the original purpose of the instructions of the superiors, and inform the issuing party of the feedback in a timely manner after appropriate filtering, and the superiors will revise the form of the instructions according to the feedback and based on the purpose of the instructions. Obviously, the form of instructions that follow this feedback is easier to follow. Because people are most afraid of being pitifully respected, once they feel that they are respected, energy may explode in an instant, and subjective initiative will grow.

Without middle-level filtering, many opinions are too intuitive and too unreciprocal – front-line staff often don't understand the difficulties of senior leaders and are too unqualified to negotiate. After all, negotiations require the qualifications to negotiate, and the gap in political potential between the two sides of the negotiation is not too large. This is also the reason why we have only seen the emperor negotiate with the general, but not the emperor and the soldiers.

It can be seen that in terms of organizational efficiency and effectiveness, it is very cost-effective to skip the command. However, you don't see, Shi Zai Emperor actually asked the civil and military officials why the drought and hungry people don't eat meat when they don't have food, so I personally think that it is very necessary to understand the actual situation by skipping the level, because this can prevent being blocked in the shackles of information.

Skipping command refers to the company's senior management directly across the level to the grassroots management affairs. Generally speaking, the working principle of the company's senior management is: skip the level of inspection, but not the level of command. In order to understand whether the work results of the organization can be consistent with the direction and goals set at the beginning, the senior management can stick to the end, which is the supervision and inspection of the entire management level, which is beyond reproach. However, overstepping the command is quite harmful. First of all, overstepping command dampens the enthusiasm of middle managers. Since you ask him to hit this bell, then let him hit it, this is called trust, please come over and don't let him hit it, what's going on; secondly, it will mess up the organizational order, and overstepping the command will make the middle level unable to perform their duties normally, which will lead to chaos in the entire organization. Thirdly, it will also make it difficult for employees, and employees will be torn by differences between superiors, which may affect work efficiency. Skipping the level may also cultivate a group of special employees who are "Tongtian" and do not accept normal management, which will be harmful to the company's health.

Exceeding the authority of the command is easy to produce the dilemma of subordinate execution, after all, each manager has his own work habits and style. Of course, as long as the direct manager is informed during or after the process, the top and bottom can understand and accept, after all, they are all for the sake of the enterprise. The normal rule in a first-class organization is that when the direct manager disagrees with a certain idea, the subordinate asks the direct leader, can he reflect upward? In order to understand the situation at the grassroots level, the senior management of the organization will also notify or not notify the direct managers, and communicate with the grassroots in the form of small talk, only listening and not commenting. This kind of communication helps to reduce the loss of information transmission, and spurs middle managers to be honest and dedicated, and work together to serve the organization.

Exceeding the authority of the command is easy to produce the dilemma of subordinate execution, after all, each manager has his own work habits and style. Of course, as long as the direct manager is informed during or after the process, the top and bottom can understand and accept, after all, they are all for the sake of the enterprise. The normal rule in a first-class organization is that when the direct manager disagrees with a certain idea, the subordinate asks the direct leader, can he reflect upward? In order to understand the situation at the grassroots level, the senior management of the organization will also notify or not notify the direct managers, and communicate with the grassroots in the form of small talk, only listening and not commenting. This kind of communication helps to reduce the loss of information transmission, and spurs middle managers to be honest and dedicated, and work together to serve the organization.