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我们六合县水利局共有12个下属单位,职工800多人。十年内乱期间,由于林彪、“四人帮”极左路线的干扰,生产无计划,劳动无定额,好坏无奖罚,干部、职工靠国家拨款吃饭,亏损十分严重。为了改变这种状况,减少国家负担,1980年以来,我们对全系统实行了事业单位企业化管理,突出主业,广开财路,加强管理,增收节支。经过两年的努力,实现了全系统扭亏增盈,甩掉了亏损的帽子。我们的主要做法是:
We Liuhe County Water Resources Bureau a total of 12 affiliated units, more than 800 workers. During the 10-year civil war, due to the interference of the ultra-leftist line of Lin Biao and the “gang of four,” there was no plan for production, no quota for work, no reward or punishment, and cadres and workers relying on state funding for meals suffered a serious loss. In order to change this situation and reduce the burden on the state, since 1980, we have implemented the system-wide management of public institutions in enterprises, highlighted the main businesses, widened the channels of wealth, strengthened management and increased revenue and reduced costs. After two years of hard work, it realized a system-wide turnaround in losses and a loss. Our main approach is: