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增强国有大中型企业的活力的问题,是我国改革十多年致力解决的问题,但无论是放权让利,还是实行“两权分离”的承包制,企业的自主权不断有所扩大,但给予企业的“四自”始终没有真正落实,企业不能成为具有独立商品生产者资格的市场主体。而企业股份制改造后,通过明晰企业产权关系,转换企业经营机制,激发了国有大中型企业的活力。以我们广东美雅集团股份有限公司为例,1980年从一家仅有120人,年产值30万元,固定资产90万元,生产普通机床,濒临破产的小
The issue of strengthening the vitality of state-owned large and medium-sized enterprises is a problem that China’s reform has been striving to solve for more than a decade. However, whether it is decentralization or profit-sharing or the implementation of a “two-power separation” contract system, the autonomy of enterprises has been continuously expanded, but given to enterprises The “four-self” has never really been implemented, and companies cannot become market players with independent commodity producers. After the transformation of the company’s shareholding system, the company’s operating mechanism was transformed by clarifying the property rights relationship of enterprises and the vitality of state-owned large and medium-sized enterprises was stimulated. Take our Guangdong Miya Group Co., Ltd. as an example. In 1980, we had only 120 people, an annual output value of 300,000 yuan, and fixed assets of 900,000 yuan. We produced ordinary machine tools and were on the brink of bankruptcy.