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生产“红灯”电子产品的上海无线电二厂,是列入本市国营企业“四配套”的改革试点单位之一。经过半年多的实践,企业的经济效益显著提高,去年全厂超额完成利润26.6％,职工工资平均增加14.3元,年平均奖金比上一年增长1.5倍。是什么原因使他们获得了这些显著的成效呢?通过调查,我了解到是改革增强了企业的活力。他们厂的改革有以下几个方面: (一)改革工厂的领导体制。改革工厂的领导体制有两个内容:一是实行了厂长负责制;二是改革了干部的管理制度。过去,上无二厂实行的是党委集体领导下的厂长分工负责制。党委决定和领导着工厂的一切,厂长只有执行党委决定的义务,而没有决策厂务的权
Shanghai Radio Second Plant, which manufactures “red light” electronic products, is one of the reform pilot units included in the “four supporting” state-owned enterprises in this city. After more than six months of practice, the economic benefits of enterprises increased significantly. Last year, the factory over-fulfilled profits by 26.6%. The average wage of employees increased by 14.3 yuan and the annual average bonus increased by 1.5 times over the previous year. What made them achieve these remarkable results? Through the investigation, I learned that the reform has strengthened the vitality of enterprises. The reform of their factory has the following aspects: (A) the reform of the factory’s leadership system. The reform of the factory’s leadership system has two elements: First, the introduction of the factory director responsibility system; the second is to reform the management system of cadres. In the past, on the other hand, No Plant Implemented the Responsibility System for Division Heads under the Collective Leadership of Party Committees. Party committee decided and led the factory everything, the director only to implement the obligations of party committees, but did not decide the factory’s power