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一个企业要加强管理,保证任务的完成,除了国家给企业下达的指标以外,还得自己搞一套指标体系,把各种指标具体地、明确地、细致地分配下去,并据以进行严格的考核。这是搞好企业管理的一项十分必要的组织措施。我国企业在1963—1965年所实行的指标下车间、下科室的办法,就是实现这一措施的一种形式,它在当时是颇见成效的。由于指标下车间、下科室的办法跟美国一些企业所主张的“按目标进行管理”有很多相似之处,下面我们从美国《现代制造管理手册》中,摘译了“怎样确立制造目标”的有关内容,供我国企业建立指标体系作参考。
A company must strengthen management and ensure the completion of tasks. In addition to the indicators issued by the state to enterprises, it is necessary to create a set of indicator systems on its own, and allocate various indicators in a concrete, clear, and meticulous manner, and implement strict regulations. Assessment. This is a very necessary organizational measure for doing a good job in business management. The measures adopted by the Chinese enterprises in the workshops and lower divisions under the indicators implemented in 1963-1965 were a form of implementation of this measure. It was quite effective at that time. Because the methods of workshops and departments under the index have many similarities with the “managing according to goals” advocated by some US companies, we will translate the “How to Establish Manufacturing Goals” from the “Manual of Modern Manufacturing Management” of the United States. The relevant content provides reference for the establishment of an indicator system for Chinese enterprises.