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石家庄第二印染厂是一个拥有1700名职工,4000万元固定资产,年产印染布5000万米的中型企业。1984年以前,这个厂产品滞销积压,濒临亏损边缘。经过三年多的深化改革,发展成了产品畅销、年实现利润650多万元、创汇1200多万美元,在同行业颇有名气的生机勃勃的先进企业。他们的主要做法和经验是什么呢?首先是比较早地引进竞争机制,实行层层承包,坚持责和利统一的原则。在市委、市政府的支持下,市纺织工业公司于1984年底在全市范围内招聘二印厂长。向应聘者介绍厂情,允许他们进厂考察,实行择优聘任,
Shijiazhuang No.2 Printing and Dyeing Factory is a medium-sized enterprise with 1,700 employees, 40 million yuan in fixed assets, and 50 million meters of printing and dyeing cloth. Before 1984, this factory’s product sales were backlog, and it was on the verge of loss. After more than three years of deepening reforms, the company has developed into a vigorous and advanced enterprise with best-selling products, an annual profit of more than 6.5 million yuan, and foreign exchange earning of more than US$12 million. It is well-known in the industry. What are their main practices and experiences? The first is to introduce competition mechanisms earlier, implement contracting at different levels, and adhere to the principle of unification of responsibility and benefit. With the support of the municipal party committee and the municipal government, the city’s textile industry company recruited the director of the two printing factories at the end of 1984. Introduce the conditions of the applicants to the applicants, allow them to visit the factory, and implement a merit-based appointment.