There used to be a mountain and a temple in the mountain. One monk picked water to eat, two monks carried water to eat, and three monks had no water to eat. When the abbot of the General Temple learned the situation, he sent a host and a secretary to jointly solve the problem. After taking office, the key to the problem was that the management was not in place, so he recruited some monks to set up a temple management department to formulate the division of labor process. In order to better draw on the advanced experience abroad, the temple selected Tang monks and other leading cadres to study and learn from abroad; in addition, they also specially spent money to invite priests in Catholic churches and Christian churches to teach MBAs. The foreign priest stayed shortly after leaving a few farts, one as BPR and one as ERP.

The secretary was not idle, he believed that the key to the problem was that the talents were not fully utilized, and the temple culture was not well established, so he set up the Human Resources Department and the temple union, etc., and seriously took up the competition for appointments and appointments. Transitions. A few days later, the results came out, and the three monks began to pick water desperately, but the problem was that they were not enough to drink. Not only that, the young monks were busy picking water, no one in the temple was reading the scriptures, and as the days went on, fewer and fewer guests came to burn incense, and the incense money also became tight. In order to solve the income problem, the temple management department and human resources department held several consecutive meetings, and finally decided to set up a special water picking department to be responsible for logistics and a special incense burning department to be responsible for the market front desk. At the same time, in order to better carry out their work, the temple promoted more than a dozen monks to serve as deputy moderators and moderator assistants, and appointed departmental moderators, deputy moderators, and moderator assistants in each department.

The old problem was finally relieved, but the new problem followed again. The monk in charge of chanting at the front desk always complained that the thirsty water was not enough to drink. The monk carrying water in the background also complained about the lack of manpower, the water demand was too large and there was no way to wait. In order to better resolve this contradiction, after a meeting and research, it was decided to establish a new department: the Drinking Water Response Department, which is specifically responsible for coordinating the contradictions between the front and the back. In order to facilitate communication and coordination, each department has established counterpart monks. Although there is coordination, the effect is not satisfactory. A careful study turned out to be due to the inaccurate water demand and the insufficient number of wells. Therefore, various departments held several meetings and decided to strengthen the forecast of the monk at the front desk on the drinking water and the monk ’s assessment of the satisfaction of the picking monk. The front and back offices signed agreements, scored each other, and improved the assessment mechanism.

In order to facilitate scoring and evaluation, the monastery specially purchased several computer systems, including water picking statistical system, incense burning statistical system, ordinary pilgrim donation analysis system, large pilgrim donation analysis system, etc. At the same time, the incense money management department and incense money accounting department were established , Well Drilling Strategy Research Department, Well Drilling Construction Department, Well Drilling Maintenance Department, etc. Since the numbers from each system were always inaccurate and inconsistent, a technology development center was established to take charge of the maintenance and secondary development of each system. Due to too many departments and insufficient office space, the monastery set up a comprehensive department to solve this problem, and finally decided to turn the entire monastery into an office area, and pilgrims only burn incense outside the mountain gate. With more departments and more officials, there are naturally more documents and meetings. In order to reduce the number of meetings in Wenshan, the General Office took the lead in convening N meetings on reducing meetings and issuing "documents on reducing documents." At the same time, in order to streamline the organization and improve efficiency, the monastery has also established departments for streamlining the organization and the Department of Institutional Reform and Research.

Everything seems reasonable and reasonable, but the problems of incense money and drinking water are still unresolved. Where is the problem? Some monks suggested that an analysis meeting should be held once a month, and the business analysis department came into being. Analysis requires a lot of data and reports, but the system can't always do it, so each department assigned some monks to manually count, fill out the reports, and work for the system. The monastery is unprecedentedly lively, some monks are desperately picking water, some monks are desperately chanting, some monks are desperately coordinating, some monks are desperately analyzing ... Busy, the water is still not enough to drink, the incense is not enough use.

What is the reason? The monk said that the process was not smooth, the monk said that the task decomposition was unreasonable, the monk said that the responsibilities of the department were unclear, and the monk said that the assessment was not strong enough. Only three people know the key to the problem, and those three are the earliest three monks. To put it in perspective, there are too many fucking idlers! They said: "All day long blind analysis of farts! What the fucking process problem, responsibility problem, interface problem, assessment problem, obviously is the problem of organizational bloat! I know today It ’s not as good as our self-discipline at first! Now it ’s okay, it has attracted such a large number of brain disabilities, and they are fucking five or six people without doing serious things, and they ca n’t be thrown away like the shit pot! " The three people were intolerable, and they dared to report upwards, asking for more water-carrying staff. After crossing several levels, the host and the secretary finally received this request, after summarizing and analyzing the quarterly meetings of various departments. After several intense discussions, some monks from other departments can finally be transferred to support them, but these monks from across departments ca n’t pick water at all. , As the head of the water-carrying monk team. After evaluation, the Organization Department of the General Directorate believed that the three monks had more than one profession and insufficient management skills. After some encouragement and persuasion, the status quo was maintained.

Another year later, the monastery became yellow, and most of the monks died: people found several corpses near the well, which were exhausted; thousands of corpses were found in the monastery, and they died of thirst.