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随着我国实行有计划的商品经济,国家实行宏观控制与微观搞活的方针,市场机制逐步完善,企业成为市场的直接参与者,改革企业内部的管理组织体制,由单纯生产型向生产经营型转移,增强管理组织的适应性,已成为我们实现管理现代化的一个重要内容。到目前为止,多数建材企业还是按产品经济的要求,采用服从、执行和单纯组织生产的管理组织模式。这种“产品经济”的组织模式,显然不适应有计划的商品经济的需要。必须突破几十年来僵化了的企业管理组织模式,设计新的组织模式,以适应变化了的环境,更好地实现管理目标。根据组织设计的一般原则和许多建材企业的现状,当前要着重解决好以下几个问题。一、建立信息中心企业的投入与产出,实际上就是信息流与物流的输入与输出。信息流一方面伴随物流而
As China implements a planned commodity economy, the country implements the principle of macro-control and micro-invigoration. The market mechanism has gradually improved. Enterprises have become direct participants in the market, and the internal management organization system has been reformed. It has shifted from simple production to production management. Improving the adaptability of management organizations has become an important part of our management modernization. So far, most building materials companies adopt the management organization model of obeying, implementing, and simply organizing production according to the requirements of the product economy. This “product economy” organizational model obviously does not meet the needs of a planned commodity economy. It is necessary to break through the rigid organizational model of enterprise management for decades and design new organizational models to adapt to changing circumstances and achieve better management goals. According to the general principles of organizational design and the status quo of many building materials companies, the following issues must be addressed now. First, the establishment of input and output of information center enterprises is actually the input and output of information flow and logistics. Information flow is accompanied by logistics