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近几年来,我们根据国家宏观经济环境的变化和上级主管部门的要求,把加强队伍管理、优化队伍结构、提高企业素质,作为建筑业实行战略转移的重要内容和紧迫任务来抓,围绕队伍结构合理化、布局科学化、生产专业化、经营多元化这个课题,从理论到实践、由宏观到微观、从策略思想到具体方法上都作了一些探讨和尝试,基本形成了以县属企业为骨干、县乡紧密联合体为依托、项目联营队伍为补充的三股力量相互作用、并存发展的弹性施工队伍体系,有力地推动了我县建筑业改革和发展。1986—1988年施工产值分别突破2亿元、3亿元、4亿元,三年跨了三大步。为促进、带动地区经济发展作出了较大贡献,获得了省政府命名的
In recent years, according to the changes in the country’s macroeconomic environment and the requirements of the higher authorities, we have strengthened the team management, optimized the structure of the team, and improved the quality of the enterprise. This is an important task and urgent task for the strategic transfer of the construction industry, focusing on the team structure. The topics of rationalization, scientific layout, specialization of production, and diversification of operations have been explored and tried from theory to practice, from macro to micro, from strategic thinking to specific methods, and the formation of county enterprises as the backbone has basically taken shape. Relying on the close combination of county and township and township-township cohesion, the joint force of the project’s affiliated teams complements and coexists with the flexible construction team system, which has effectively promoted the reform and development of the county’s construction industry. From 1986 to 1988, the output value of construction exceeded 200 million yuan, 300 million yuan, and 400 million yuan respectively, and it took three major steps in three years. It has made great contributions to promoting and stimulating regional economic development and has been named by the provincial government.