论文部分内容阅读
1992年9月21日,我们单位党委书记在办公室谈了这样一件事:今天,第五工程队召开职工大会,我和经理到了场。面对200名职工,当众宣布了一项改革方案。该队将试行奖金上不封顶,下不留底,打破平均主义,实行分部分顶工程招标承包。当时,出于职业的敏感,我为之一震。因为我知道,在素有石化企业“摇篮”之称的兰化这个老企业里,像这样搞改革,尚属首次。为了如实报道这条消息,第二天,我就深入一线采访,挖掘有价值的东西。首先,找了“决策者”——该队
On September 21, 1992, the party secretary of our unit talked about one thing in his office: Today, the Fifth Engineering Team convened a staff meeting and I and the manager arrived. In the face of 200 employees, a reform plan was announced in public. The team will try the bonus is not capped, do not leave the bottom, to break the egalitarianism, the implementation of sub-part of the top tendering contract. At that time, out of job sensitivity, I was shocked. Because I know, in the old petrochemical company known as the “cradle,” said Lanhua this business, such as reform is the first time. In order to truthfully report this news, the next day, I depth in-depth interview, digging valuable things. First, find the “decision maker” - the team