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在推行厂长负责制的过程中,如何正确行使厂长的权力,做到权力大了不乱用权。我在实践中有以下一些体会。一、建立开拓型、经营型的行政领导班子实行厂长负责制后,必须立即着手建立一个开拓型、经营型的行政领导班子,这是厂长用好权,使企业充满生机和活力的首要前提。我担任厂长后,一开始就把发现人才、启用人才当成办好企业的一项战略措施来抓。根据党中央提出的干部四化标准,按照“懂政治、精业务、有干劲、会做人”的要求,提名厂级行政副职和总工程师、总会计师、总经济师,报请主管部门审批。经过调整,厂级行政领导班子组成了高知识结构的领导集团,形成了企业坚强有力的领导核心。然后,我按照任人唯贤、选贤任能的原
In the implementation of the director responsibility system, how to correctly exercise the power of the director, so that the power is not misused. I have the following experiences in practice. First, after setting up a pioneering and operational administrative leadership group to implement the director responsibility system, it is necessary to immediately establish a pioneering and operational administrative leadership group. This is the first priority for plant managers to use their power to make enterprises full of vigor and vitality. premise. After I became director of the factory, I began to find talents and enable talents as a strategic measure to run a good company. According to the Party Central Committee’s standard for cadre four-ization, and in accordance with the requirements of “Understanding politics, business excellence, motivation, and life”, the plant-level administrative deputies and chief engineers, chief accountants, and chief economists are nominated and submitted to the competent authorities for approval. After adjustment, the factory-level administrative leadership team formed a high-knowledge-structured leadership group and formed a firm and strong leadership core of the company. Then, according to the principles of meritocracy