论文部分内容阅读
电为核心、多种产业、三大支柱,协调发展,是电力工业多种经营的基本方针。为了深入贯彻这一方针,实现多种经营超常规发展的战略目标,使电力企业多种经营产生更大的经济效益和社会效益,马迹塘水电厂打破旧的多种经营管理机制,采用总公司制与目标承包管理,取得了明显的效果。1993年1—8月实现总收入319.3万元,比去年同期增长177.1%。安置职工208人,占全厂职工总数的56.67%。本文根据电厂转换多种经营机制的实践,对水电厂创建多种经营总公司与实施目标承包管理作一些探讨。
Electricity is the core, multi-industry, and three pillars. Coordinated development is the basic principle for diversified operations in the power industry. In order to thoroughly implement this policy and realize the strategic goal of a variety of operations in an extraordinary way, the electric power companies will generate more economic and social benefits through diversified operations. The Majitang Hydropower Plant has broken down the old diversified operation and management mechanisms and adopted a total Corporate governance and target contract management have achieved significant results. From January to August 1993, the total income was 3.193 million yuan, an increase of 177.1% over the same period of last year. 208 employees were employed, accounting for 56.67% of the total number of employees in the entire factory. Based on the practice of transforming diversified operation mechanisms of power plants, this article discusses the establishment of multi-operating head offices and implementation of target contract management for hydropower plants.