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我局自1985年起,按照上级的统一部署,实行了投入产出6年总承包。承包以来,我们坚持以提高经济效益为中心,深挖内部潜力,大搞双增双节,努力消化各种增支因素,出现了产销量、全员效率、收入、利润连年增长的良好局面。一、完善承包经营责任制,充分调动企业内部的积极性,努力完成利润承包指标五年来,我局能够将利润指标包死包住,主要原因有三个方面:一是对内部单位坚持承包原则,即:包住基数,确保上交,超收多留,欠收自补。二是将全局利润指标层层分解落实。每年第4季度及时对各内部核算单位的下年度承包指标进行全面测算,做到情况清,
Since 1985, our bureau has implemented the 6-year general contracting of input-output according to the unified arrangement of superiors. Since the contracting, we have been persisting in taking the economic benefits as the center, digging deep into the internal potentials, vigorously pursuing double-ups and double-ups, trying hard to digest various additional factors, and producing a good situation in terms of production and sales volume, full staff efficiency, income and profit growth year after year. First, improve the responsibility system for contracting management, and fully mobilize the enthusiasm within the enterprise, strive to complete the indicators of profit contracting Over the past five years, our bureau can package the profit target, mainly for three reasons: First, insist on the internal unit contracting principle, namely : Cover the cardinal number, to ensure that the surrender, extra stay, due to make up. Second, the overall profit indicators will be decomposed and implemented. The fourth quarter of each year in a timely manner to all internal accounting units of the next annual contract indicators to make a comprehensive assessment of the situation clear,