In lieu of an abstract, here is a brief excerpt of the content:

77 11 The Shanghai Municipal Government Must Be Prepared to Fight Hard for Revitalization1 May 10, 1988 Our new administration is entering office at a historic juncture: Shanghai is implementing fiscal contracting, the central government has devised an economic development strategy of large-scale importing and exporting in the coastal areas, and both the domestic and international situations are favorable to Shanghai’s revitalization. As a result, the work of this administration will be critically important. Our government leaders and all of you present here will absolutely not be spending five comfortable years presiding over tranquil times—we must be prepared to fight hard. For us, these five years should be five years of intense struggle, five years of battling difficulties, five years of joint effort, five years of wading through thick and thin together. I have many shortcomings and hope you will all help me with my work. I keep reiterating this not to sound modest, but because I truly and honestly hope you will assist me by providing suggestions so that I can properly lead our team in the city government. What Shanghai needs now is speed, efficiency, decisiveness, and very forceful action. Although we must be cautious when formulating policy and humble when listening to the views of others, we cannot forever sit around talking and having all sorts of debates—nothing will ever get done that way. It is impossible for any policy to be flawless, and that’s why I hope you will help me and offer as many suggestions as possible. But once a decision has been made, it must be carried out. We cannot have nitpicking criticisms that lower morale—this would be extremely harmful for our work in Shanghai. We should also advocate the spirit of doing solid and substantive work. So many contradictions have accumulated over several decades. Just now Wang Daohan2 very graphically summed up our current situation—with overlapping 1. This is part of a speech by Zhu Rongji at the first executive meeting of the new administration of the Shanghai municipal government. 2. Wang Daohan was a former Party secretary and mayor of Shanghai. At the time, he was director of the State Council’s Planning Office for the Shanghai Economic Area and an adviser to the Shanghai municipal government. Zhu_Shanghai Years_1987-1991_hc_9780815731399_i-xii_1-620.indd 77 12/26/17 12:00 PM 78 The Shanghai Municipal Government Must Be Prepared to Fight Hard for Revitalization agencies and unclear roles, it’s very hard to avoid buck passing. Under these circumstances, if we just sit here and don’t do anything substantive, if we don’t solve concrete problems, then we won’t be able to achieve anything. That’s why I’m emphasizing macromanagement, but that doesn’t mean not managing actual work. What is macromanagement? It means not holding on to power, not fighting for power. You must inspire enthusiasm in all sectors, the cadres of all levels, and the general populace and let them get things done. Don’t hold people up, and don’t keep the power in your own hands but then do nothing yourself. In other words, you must think in macro terms and devolve powers as much as possible. Don’t try to do everything yourself—that way nothing will get done. If someone was doing it in the first place, let them continue with it; if they can’t do it, then you should be very efficient in helping them get on with it. Voting at the First Session of the Ninth Shanghai People’s Congress, April 25, 1988. Front row: from the right, Vice Mayor Ye Gongqi and Hu Lijiao, chair of the Standing Committee of the Shanghai People’s Congress; on the far left, Zhao Zukang, vice chair of the Standing Committee. Zhu_Shanghai Years_1987-1991_hc_9780815731399_i-xii_1-620.indd 78 12/26/17 12:00 PM The Shanghai Municipal Government Must Be Prepared to Fight Hard for Revitalization 79 At the same time, strengthening macromanagement doesn’t mean not allowing you to do anything substantive. You still have to oversee implementation , you still have to coordinate and mediate. If your subordinates are passing the buck, unless you coordinate and mediate, they won’t be able to do their job well! You’ll still have to offer advice, you’ll still have to come up with ideas, and tell others how to do a job. I hope that all our vice mayors and bureau chiefs will, independently and in the...

pdf

Additional Information

ISBN
9780815731405
Print ISBN
9780815731399
MARC Record
OCLC
1013519277
Pages
400
Launched on MUSE
2018-02-13
Language
English
Open Access
N
Back To Top

This website uses cookies to ensure you get the best experience on our website. Without cookies your experience may not be seamless.