论文部分内容阅读
浙江省温岭市风驰机械制造有限公司是一家只有2位股东出资建办的民营企业。自1994年年底开业以来,公司领导把“凝聚力工程”的建设当作企业的“聚宝盆”来对待,采取多种措施,充分调动骨干队伍和熟练工人的积极性,使公司的生产经营连续5年稳定发展。1999年在全国摩托车市场十分严峻的形势下,这家公司铁板钢圈产量仍比形势最好的1998年增长7.5％。在经受了6次连续产品降价,降价幅度高达11％以后,产销值仍然稳定在上年的水平。 公司领导把员工当成自己的父老兄妹,生活上体贴入微。他们拟订文件,对生产经营骨干和3年以上的熟练工人,申办社会保险,解决他们老有所养;计件工资按月发放,不仅透明度高,而且从不拖欠;员工生病住院,领导
Wenling City, Zhejiang Province Feng Chi Machinery Manufacturing Co., Ltd. is a only two shareholders funded the establishment of private enterprises. Since its opening in late 1994, the leaders of the company have treated the construction of “Cohesion Project” as the “cornucopia” of enterprises and taken various measures to fully mobilize the enthusiasm of key cadres and skilled workers so as to stabilize the production and operation of the company for five consecutive years development of. In 1999, when the national motorcycle market was very harsh, the output of this company’s iron plate and steel ring was still 7.5% higher than that of the best situation in 1998. After experiencing 6 consecutive product price cuts and price cuts of up to 11%, the sales and sales value remained stable at the level of the previous year. The leadership of the company as their parents, brothers and sisters, life is considerate. They formulate documents on the production and operation of the backbone and more than 3 years of skilled workers, apply for social insurance, to solve their old dependents; piecework pay monthly, not only high transparency, but never in arrears; sick staff hospitalization, leadership