论文部分内容阅读
近一年来,我局紧紧把握住经济体制改革和第二次建设高潮的大好时机,以“深化改革求发展、拓宽市场争效益”为企业发展之路,坚持以经济效益为中心,对内强化管理,对外顽强竞争,使企业综合效益保持了快速稳定的发展。全局1.2万人,1993年完成企业总产值9.2亿元,企业收益1.2亿元,新增固定资产6600万元,比兵改工时的1984年增长了十倍以上,企业实力和发展后劲均大大增强。 一、树立“三种观念”,转换经营机制、培育和塑造市场主体形象 1.树立“自主经营”的观念。根据《条例》的有关规定,本着“放下去有利于整体搞活,集中有利于全局发展”的原则,我们将工程承发包、生产经营指挥、设备更新使用、物资采购、留利支配、机构设置、工资分配、人事管理、项目管理形式的确定等9项自
In the past year, the Bureau has firmly grasped the opportune time for the reform of the economic system and the second construction climax, taking the “deepening reforms and seeking development and expanding the market for efficiency” as the development path for the enterprise, and sticking to economic efficiency as the center, inwardly Strengthen management, tenacious competition with foreign countries, so that the comprehensive benefits of enterprises to maintain a rapid and stable development. The total population was 12,000. In 1993, the enterprise’s total output value was 920 million yuan. The company’s revenue was 120 million yuan, and the newly added fixed assets were 66 million yuan. This was more than ten times higher than the 1984 time for military reforms. The strength of the company and its development stamina have been greatly enhanced. . First, establish “three concepts”, change the operating mechanism, cultivate and shape the main body image of the market 1. Establish the concept of “self-management”. According to the relevant provisions of the “Regulations”, in line with the principle of “going down is conducive to overall invigoration, and concentration is conducive to overall development”, we will contract projects, production and operations, equipment renewal, material procurement, profit control, and institutional setup. , salary distribution, personnel management, project management, etc.