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沈阳高等级公路建设总公司在十年深化改革中,由一个地方事业单位,跃为以独立承建高等级公路和大型、特大型桥梁工程为主的国家一级施工企业,建立起一套“体制顺、管理强、手段硬、效益高”驾驭市场的企业模式,取得了两个方面的显著提高。一是提高了持续占有市场的竞争能力,实现了工程对象从内陆向沿海,多工艺、多结构、多领域的转移,总公司的技术能力进入一个新的发展层次。二是提高了能动应变的管理活力。使总公司出现了质变性飞跃。全年实现利润1216万元,人均创利税6175元,全员劳动生产率突破10万元,在全市交通系统名列榜首。 一、我们的基本做法主要是: (一) 调整经营格局,实行多法人管理体制 根据企业多年实行一级法人,出现权力集
In the ten years of deepening reforms, the Shenyang High-grade Highway Construction Corporation has jumped from a local institution to a state-level construction company that independently builds high-grade highways and large-scale and extra-large bridge projects, establishing a system. Shun, strong management, hard means, and high efficiency, “The business model of driving the market has achieved significant improvements in two aspects. The first is to increase the competitiveness of the market that continues to occupy, and to achieve the transfer of engineering objects from the inland to the coastal areas, with multiple processes, multiple structures, and multiple fields. The technical capabilities of the head office have entered a new level of development. The second is to improve the dynamic management of dynamic strain. This led to a qualitative leap in the head office. The profit for the whole year was 12.16 million yuan, the per capita profit-making tax was 6175 yuan, and the total labor productivity exceeded 100,000 yuan, ranking the top in the city’s transportation system. First, our basic practices are mainly: (I) Adjustment of business structure and implementation of a multi-lawyer management system