For Yang Wenbin, there are two main lessons:

First, we must not lose the management education of cadres, and we must not be too lax, too soft, or too scattered. The pen "Fun" Pavilion www.biquge.info especially the education of local college students enlisted in the army. It is necessary to provide targeted guidance and assistance.

The other is the management education of soldiers, which must be strict.

On the basis of strict requirements, the management vacuum is prevented. It is necessary to strengthen the management and control of all aspects of personnel management.

At the same time, education must be strengthened. Through ideological education, the fighters should have their own goals of struggle and their own ideals. Willing to love the army and practice martial arts, willing to serve in the army for a long time, and willing to accept the supervision of discipline.

Third, we need to strengthen care. At the same time as strengthening management education for the fighters, when they themselves or their families are in difficulty, the cadres should lean forward in time to help the fighters solve practical difficulties.

Therefore, in the face of such tendentious problems as beating, scolding, corporal punishment, and leaving the team without permission, it is necessary to strengthen ideological and political work, solve problems ideologically, and solve problems at the source.

After many years of tempering in military life, Yang Wenbin felt that the management of a unit, especially the management of personnel, was nothing more than a few means.

The first is ideological education. This is the solution to the problem of awareness. Through ideological education, it is necessary to enhance the ideological consciousness of officers and men, clarify their goals in life, and enhance their motivation for doing work. Through education in laws and regulations, officers and men should know what they should do and what they should not do. Know how to restrain your words and deeds from the point of view.

The second is administration. That is, through the establishment of a set of effective systems, everyone and all times will be under the effective supervision and restraint of the system. Management is more, management is behavior, to ensure the implementation of the system, so that it can be effectively implemented at the end.

The third is psychological counseling. That is, for psychological problems that cannot be solved by ideological education and administrative management alone, psychological science is used to effectively counsel, relieve psychological pressure, and maintain a healthy state of mind.

The fourth is rewards and punishments. For those who perform well in terms of thinking and behavior, they should be rewarded, and the rewards include spiritual rewards, such as early promotion, meritorious service awards, and economic measures, such as the issuance of bonuses.

Punitive measures include disciplinary action, suspension of post allowances, suspension of year-end incentive wages, re-education through labor, transfer to judicial organs, and so on.

These tools must be used in combination to be effective.

In view of the problems of beating, scolding, corporal punishment, and leaving the team without permission in the camp during this period of time, Yang Wenbin proposed to convene the battalion party committee, conducted a deep reflection, found out the reasons, and clarified the measures for the next improvement.

At the battalion party committee, Yang Wenbin made a profound analysis of the reasons for beating, scolding, corporal punishment, and leaving the team without permission:

"There are many reasons for corporal punishment.

The first is that there is a deviation in ideological understanding, which is manifested in the subjective aspect.

As some cadres and backbones, the concept of leading soldiers is rather outdated, and they believe in the idea of sending good soldiers under their fists, beating and scolding, corporal punishment is effective, and coming quickly, which has caused this kind of thing to occur.

At the same time, officers and men do not have a strong sense of law and discipline and lack the awareness of orders and prohibitions, and they still touch the high-voltage line even though they have repeatedly ordered and affirmed the prohibition of beating, scolding, and corporal punishment at all levels. Typical has no reverence in the heart, and there is no bottom line in behavior.

In addition, the impact of the consequences of beating and scolding corporal punishment is underestimated, and there is a fluke mentality. It is always thought that the fighters are brought by themselves, and their own soldiers will fight a few times by themselves, and there will be no problems, and the fighters will not reflect to the outside world.

Second, from an objective point of view, the education and management of key cadres at all levels is not in place.

There is a phenomenon of emphasizing use, ignoring training, emphasizing results, and ignoring the process, which is a requirement for the backbone of the squad leader, to train well, to manage well, and not to cause trouble, no matter what methods and means are used to achieve it.

At the same time, there is also the problem that education is not in place, and although it is done, it is not taken into the mind.

Sometimes, political education is satisfied with the requirements and the reasoning, but the concepts and ideas have not changed, and the results have not been brought to fruition.

In particular, there are loopholes in the management of education.

It should be said that the behavior of the cadres should always be in the field of vision of the company and the battalion, but sometimes, because it is dark under the lights. On the contrary, the battalion and company failed to grasp the situation in a timely manner and deal with it in a timely and effective manner, resulting in the spread of the phenomenon of beating, scolding, and corporal punishment.

Another aspect is that the quality of soldiers is rather complicated. Judging from the origin of the fighters, their experiences, their families, are different, and when they encounter some things, their thoughts and feelings, and the emergency methods they take, they will be different.

If they are also beaten, some people will endure, some will resist, and some will run.

The above are the reasons for the scolding problem.

Let's talk about leaving the team without permission.

From a subjective point of view, the problem of leaving the unit without permission exists in both cadres and soldiers.

One is that I don't feel at ease in service, my faith is not firm, my political awareness is not strong, my mobile phone control is not strict, and my self-requirements are not strict. Therefore, when similar problems arise among officers and soldiers, they will take extreme measures.

In addition, the military-civilian coordination mechanism is not sound enough, and there is a lack of favorable measures to restrain the problem of leaving the army without permission. Especially for those who live in rural areas, they usually do not involve any provident fund, medical insurance, and other issues, which has caused the fighters to have nothing to fear.

The main root cause of the phenomenon of beating, scolding, corporal punishment, and leaving the team without permission is mainly the impact under the conditions of "two modernizations," that is, the impact under the conditions of the market economy and the conditions of informationization.

From the perspective of grassroots organizations, the party committees of battalions and companies also have their own responsibilities.

First, the party committee branches do not have a good understanding of the importance of preventing beating, scolding, and corporal punishment and doing a good job of regular ideological work.

Although it was emphasized at some meetings, the implementation of the work was still insufficient.

The second is the weakening of organizational functions. The activities of the three major organizations, namely, the party branch, the regimental branch, and the servicemen's committee, are not frequent enough, the democratic channels are not smooth enough, and the role of party members and ideological backbones is not obvious enough.

Third, the backbone cadres at the grassroots level are weak in ideological work, and they do not have a deep understanding of the characteristics and laws of leading troops in the new situation, and they cannot study them thoroughly.

In the face of complicated changes in the composition of soldiers, cadres and backbone cadres do not know how to do ideological work, they cannot explain reasonably, their work is not done in detail, and when they encounter thorny problems, they have no choice, so they resort to the means of beating, scolding, and corporal punishment.

In order to fundamentally solve the problem of beating and scolding corporal punishment, Yang Wenbin feels that the following work is needed.

First, party committees and branches should attach great importance to it, update their concepts, and cadres and backbone cadres should perform their duties and play a role. ……

Second, it is necessary to strengthen education and training, and earnestly and truly enhance the ability of cadres and backbone cadres to grasp the two regular tasks of regular education and regular management education. ……

Third, it is necessary to carry out relevant coordination activities, carry out a great discussion on comradeship-in-arms and combat effectiveness, and earnestly harmonize internal relations. ……

Fourth, we should lay down our burdens, use our weapons, and complete all tasks for the year with high standards. ……”