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随着改革的展开和深化,作为城市改革的主阵地——工业企业,新的矛盾、困难、摩擦层出不穷,沉重地压在厂长头上。在对待和处理众多矛盾和困难的过程中,如何正确对待和处理企业经营者和生产者(职工)的关系极为重要。正确处理这两者关系,才能更好地发挥职工的“自强潜能”,保证企业改革的顺利进行。青岛钢铁总厂从1985年实行厂长负责制,推行承包经营以来,自觉地对待和处理好经营者和生产者的关系,充分尊重职工的主人翁地位,挖掘和发挥职工的“自强潜力”,使生产经营水平连年提高,经济效益越来越好,钢产量由1985年的35万多吨增加到1988年的47万多吨,钢材产量由1985年的32万多吨增加到1988年的40多万吨。4年间共消化
As the reforms began and deepened, as the main position of the urban reform - industrial enterprises, new conflicts, difficulties, and frictions emerged in an endless stream, and they were heavily pressured on the head of the factory. In the process of dealing with and dealing with numerous contradictions and difficulties, it is extremely important to correctly handle and handle the relationship between the company’s managers and producers (employees). Correctly dealing with these two relations can give full play to employees’ “self-reliance potential” and guarantee the smooth progress of enterprise reform. Since the implementation of the responsibility system of the factory director in 1985, Qingdao Iron & Steel Plant has consciously treated and dealt with the relationship between the operator and the producer, fully respected the ownership status of the employees, and tapped and utilized the “self-improvement potential” of the employees. The level of production and operation increased year by year, and the economic benefits were getting better. The output of steel increased from more than 350,000 tons in 1985 to more than 470,000 tons in 1988. The output of steel increased from more than 320,000 tons in 1985 to more than 40 in 1988. Ten thousand tons. A total of 4 years