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一、线面相结合的领导和运行模式的提出 在社会主义市场经济体制的客观环境下,施工企业要转换经营机制走向市场,必须正确认识其内外部环境。首先,我们面对的建筑市场是一个极不规范和亟待完善的市场,表现在市场体制不完善、法规不健全、价格不合理,公平竞争机制远未真正形成。其次,企业走向市场,是全员、全过程、全企业的行为,必须将企业人、财、物资源和其他生产经营管理要素推向市场,在市场竞争中动态优化组合。在外部条件一定的前提下,企业转换经营机制成功与否,领导是关键;企业走向市场,核心是企业运行机制要率先走向市场。 中建八局工业设备安装公司从自身实际出发,于92年开始将完善经理负责制作为企业转换经营机制的突破口,通过优化领导班子成员的分工、分责、分权,调整机关与基层的组织结构、施工
First, the combination of the leadership of the line and the proposed operation mode In the objective environment of the socialist market economic system, the construction enterprise must correctly understand its internal and external environment in order to transform the operating mechanism into the market. First of all, the construction market that we face is a market that is extremely unregulated and urgently perfected. It is manifested in the imperfect market system, unsound regulations and unreasonable prices, and the fair competition mechanism is far from being formed. Secondly, when companies go to the market, they are the behavior of the entire staff, the whole process, and the entire company. They must bring the company’s human, financial and material resources and other production, operation, and management elements to the market, and dynamically optimize the combination in the market competition. Under the premise of certain external conditions, the success or failure of enterprises in transforming the operating mechanism is the key to leadership; the core of the company’s operational mechanism is to take the lead in the market. The China Construction 8th Bureau Industrial Equipment Installation Co., Ltd. started from its own reality and started in 1992 to perfect the manager to be the breakthrough point for transforming the operating mechanism of the enterprise. Through the optimization of the division of labor, division of responsibilities, and decentralization of the members of the leading group, the organization was adjusted by the organization and the grass-roots level. Structure, construction