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刊载:闻名全国的巨人集团,1994年度曾出现发展速度明显减慢、对市场的反应迟缓、内部管理和人员的自律减慢、扯皮拉筋事情接连不断现象,“染”上了国营企业易得的通病。公司总裁史王柱先搬来了美国科技公司的管理模式,“试行了一段时间走不通”,又“企图从日本严密的科学管理体系中找到办法,也无法从根本上医治巨人集团所面临的‘群体软骨症’”。后来,史玉柱自己开出了一剂名为“二次创业”的药方,对集团进行全面的改进,
Published: The giant group known throughout the country, in 1994 there had been a significant slowdown in the pace of development, the slow response to the market, internal management and personnel slowed down, pull things in a continuous phenomenon, “dyeing” the state-owned enterprises Common problem. The president of the company, Shi Wangzhu, first moved to the management model of American technology companies, “piloted for a period of time,” and tried to find a way out of Japan’s strict scientific management system, and could not fundamentally treat the groups that the giant group faces. Chondrosis ’’. Later, Shi Yuzhu made a prescription for his own “second venture” and made comprehensive improvements to the group.