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我矿已搭起“四位一体”经营机制的基本框架。运转两年来的实践使我们深深体会到,这一新的经营机制能够使激励机制和自我约束机制相结合,有效地调动了各方面的积极性。对于企业加强内部管理、完成承包任务、落实“双增双节”目标有明显的促进作用。但按照新的经营机制运转到位的要求来衡量,还存在差距,主要问题是内部承包不完善(即区科承包不落实),区科核算、内部银行、经营调度的实效性未能充分发挥。内部承包是“四位一体”经营机制形成的前提,处于中心环节。深化“四位一体”工作,必须认真解决好内部承包中存在的问题。
Mine has set up a “four in one” operating mechanism of the basic framework. In the past two years of operation, we have deeply realized that this new management mechanism can combine the incentive mechanism with the self-restraint mechanism and effectively mobilize the enthusiasm of all parties. For enterprises to strengthen internal management, to complete the task of contracting, the implementation of “double by double” target has a significant role in promoting. However, according to the requirements of running the new operating mechanism, there are still gaps. The main problem is that the internal contracting is not perfect (that is, the divisional contracting is not implemented) and the actual results of the divisional bank accounting and internal banking and business operation have not been brought into full play. Internal contracting is the prerequisite for the formation of the “four in one” operating mechanism and is at the center. To deepen the “four in one” work, we must conscientiously solve the problems in the internal contract.