The work of each department has a time node, and there must be cooperation and coordination between departments. If one department delays, it will affect the work progress of the entire unit.
At first glance, the male protagonist is a good person, and he is extremely careful and serious in his work. He loves his work, and he will enjoy it when he does it perfectly. But he forgot one point. He is working and has time points. The unit wants to pay him wages. The unit requires 80 points. He has to achieve 160 points. . . . He's not doing charity work for free! Do what you want to do?
If he really wants to make things perfect 160 points! In fact, there is a good way to get the best of both worlds - that is to be more efficient at work, and then work overtime (use more work after get off work and weekends), you can complete the project according to the node, and achieve 160 points of satisfaction, fast and good The unit will of course be satisfied, so it's the best of both worlds.
But as for him, he goes to work slowly and leisurely, and when his colleagues urge him, he is not in a hurry to ignore him, and he does not work overtime when he gets off work, but he pursues perfection very much. . . . To put it bluntly, it doesn't matter whether the project nodes and departments cooperate, so it is really understandable for the manager to fire him. He still doesn't believe in evil, running the manager to pee in the car?
Of course, the film was shot from the perspective of every deceased person, so this male protagonist must be perfect. He treats everyone like a friend! As the family and friends of the deceased and the deceased, the more time you spend, the more grateful they are, and you can only seriously do one person's end-of-life work a year.
But if we jump out of the perspective of the deceased that the director gave us, and look at it from an objective perspective of normal work and work, the male protagonist's work evaluation is indeed unqualified, which affects the work efficiency of the entire unit. This is a fact.
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