要搞好国有企业,当前应从以下几方面加速培养和造就一支优秀的企业管理队伍: 一、促进企业领导干部较快地向职业企业管理者转化。改革开放十多年来,国有企业经理、厂长手中的“自主权”一天比一天多了,肩上挑的风险也一天比一天大了。中国有了企业管理专门家。尽管这时的企业管理专门家还不“成熟”,还不很“标准”,毕竟在市场竞争中开始涌现出了一些成功的企业家。事实说明,在经济体制转轨的过程中,创造条件,促使一大批“企业管理干部”转变为职业企业管理专门家是可能的。 二、建立培养与造就企业管理队伍的新机制。一是成长机制。包括理顺产 In order to do a good job of state-owned enterprises, we should accelerate the cultivation and creation of an outstanding enterprise management team from the following aspects: First, we must promote the transition of leading enterprises and cadres to professional managers. In the more than a decade of reform and opening up, the “autonomy” in the hands of managers and directors of state-owned enterprises has been increasing day by day, and the risk of picking up on the shoulders has also grown. China has a business management specialist. Although this time, the business management specialists are still not “mature” and not very “standard”. After all, there have been some successful entrepreneurs emerging in the market competition. The facts show that in the course of the transition of the economic system, it was possible to create conditions to promote the transformation of a large number of “corporate management cadres” into professional business management specialists. Second, establish a new mechanism for cultivating and fostering a corporate management team. The first is the growth mechanism. Including rational production