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汕头港务局自1992年下半年以来,抓住机遇,不断深化企业改革,促进了生产和经济效益持续发展,全局各项工作出现前所未有的好形势。港口吞吐量1992年下半年完成Z78.8万吨,比上半年增长52.2％;1993年完成662万吨,比上一年增长44％,比1990年翻了一番;1994年完成708.1万吨,为年计划的118％,比1993年增长6.9％;船舶在港平均停时和干吨货停时分别为乙7天和1.05天,比1992年缩短一半以上。1993年企业总收入、营业利润、上缴国家税款的增长率均达到三位数。企业固定资产大幅度增值,两年多来企业自筹资金1.8亿元用于老港区的改造工程。企业经营管理已步入良性循环。他们主要做法是: 改革机构,理顺管理关系,提高办事效率 一是将局机关24个处室通过撤、并、转,精简压缩为13个;并新组建了3个经营性公司,使原来局二级单位8个增至16个。二是从上到下,全面进行定员定编,精减人员。局和二级单位处(科)室人员从原571人减为315人,改变了长期存在的“一线紧、二线松、三线肿”的头重脚轻状态。三是与机构改变相适应,局各级党组织进行全面调整,完成了局党委和下属组织的选举换届工作,调整充实各级领导班子。在二级单位实行书记、经理(厂长)由一人兼任的领导体制,从局领导到处(科)室重新制订职责,明确责任,理顺了关系。同?
Since the second half of 1992, Shantou Port Authority has seized the opportunity and continuously deepened the reform of enterprises, promoted the sustained development of production and economic benefits, and brought about an unprecedented good overall situation in various fields. The port throughput of Z78.8 million tons was completed in the second half of 1992, an increase of 52.2% from the first half of the previous year; 6.62 million tons were completed in 1993, an increase of 44% over the previous year and double that of 1990; in 2010, 7.081 million tons , Representing an increase of 118% over the previous year and an increase of 6.9% over 1993. The average stoppage time of vessels in Hong Kong and dry cargo tonnage were 7 days and 1.05 days respectively, a decrease of more than half from 1992. In 1993, the growth rate of total corporate income, operating profit and turned over to state taxes reached three figures. Significant increase in fixed assets of enterprises, more than two years to raise funds for their own 180 million yuan for the renovation project in Laogang District. Business management has entered a virtuous circle. Their main approach is: to reform institutions, streamline management relations and improve efficiency First, the Office of the Authority through the withdrawal of 24 units, and, turn, streamline the compressed to 13; and the newly formed three operating companies so that the original Bureau of secondary units 8 to 16. The second is from top to bottom, full-scale staffing, streamlining staff. Bureau and secondary units at the (Section) room staff from 571 to 315, changing the long-existing “first-line tight, second-line loose, third-line swelling,” top-heavy state. Thirdly, in line with changes in the organization, the Party organizations at all levels conducted a full-scale adjustment and completed the election and general election for Party committees and subordinate organizations at the bureau level and adjusted and strengthened the leading bodies at all levels. The implementation of the secretary in the second unit, the manager (director) by one person concurrently the leadership system, bureau leaders from the Department (Branch) room to re-define responsibilities, a clear responsibility, straighten out the relationship. with?