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长期以来,航空公司由于行业的特殊性,加之受计划经济管理模式的影响,始终把完成上级下达生产任务作为“龙头”指标来抓,走高投入、低产出粗放经营的路子。现在面对国内外激烈的市场竞争,航空公司若要生存和不断发展,必须冲破传统观念的束缚,以市场为导向,探索资产运营之路,练好内功,降低成本,减少费用,向管理要飞行安全;向管理要服务质量;向管理要效益。本文从微观管理的角度就如何以经济效益为“龙头”,提高经济运行质量谈几点看法。一、全方位,全过程对经营成本费用进行控制,走高产高效之路
For a long time, due to the particularity of the industry and the impact of the planned economic management mode, airlines have always taken the task of fulfilling their superior production tasks as the “leading” indicator, boosting the input and reducing the output of extensive operations. In the face of fierce market competition both at home and abroad, if airlines are to survive and develop constantly, they must break through the shackles of traditional concepts and market-oriented to explore the road to asset management, improve internal strength, reduce costs and reduce costs, Flight safety; quality of service to management; management to be effective. This article from the micro-management point of view on how to take economic benefits as the “leading” to improve the quality of economic operation to talk about several points. First, all-round, the whole process of operating costs control, take the road of high yield and high efficiency