随着市场经济的深入,改革、重组、改制力度加大,国有企业的数量减少,占经济总量的比例也下降。而在山区的国企通过改组成多元化产权的公司比例非常少,一般都是通过破产、资产置换、买断身份、关门回家等办法。如果资产不能变现,职工还拿不到任何钱,只有耐心地等。剩下为数不多的国企(有的还是工厂制)面对众多停产、破产的国企,自己也感到茫然。在干部员工心里,对企业前途怎样、路在何方感到担心。同民营特别是同行的非公有体制相比,国企的劣势也正是民营企业的优势在于内部的运行机制,即管理人员应聘上岗,能上能下;职工择优录用,能进能出;收入能增能减。在看到劣势时,也要看到国企的优势。一是职工虽然观念落后,但凝聚力大,都把企业当成自己的家,把自己当成主人。在企业发生突发事故或突击某个项目时尤为突出。二是管理规范,特别是生产设备、安全、质量等方面。三是信用好。对比国企的长短处后,就可以做到扬长避短、对症下药了。从理沦上讲,国企要改制,要股权多元化,要做大做强,而现实是国企要到停产两三年后,其它经济成分才 With the deepening of market economy, the reform, reorganization and restructuring have been intensified. The number of state-owned enterprises has decreased and the proportion of the total economy has also dropped. However, the percentage of state-owned enterprises in mountainous areas that have been restructured into diversified property rights is very small, generally through bankruptcy, asset replacement, buyout status, and door closures. If the assets can not be realized, the workers can not get any money, only wait patiently. The few remaining state-owned enterprises (some of which are still factory-based) left themselves vacant in the face of the large number of state-owned enterprises that were halted or bankrupted. In the minds of cadres and employees, they are worried about the future of the enterprise and where the road lies. Private enterprises, especially with non-public sector counterparts compared to the disadvantage of state-owned enterprises is also the advantage of private enterprises is the internal operation mechanism, that is, managers apply for posts, able to work under; merit candidates hired, able to get out; income Increase minus. In seeing the disadvantage, we must also see the advantages of state-owned enterprises. First, although the concept of backward workers, but the cohesion, the business as their own home, regard themselves as masters. This is especially true in the case of an accident or surprise in a business. Second, management practices, especially production equipment, safety, quality and so on. Third, good credit. Compared to the strengths and weaknesses of state-owned enterprises, we can do to avoid weaknesses, the right medicine. Logically speaking, the state-owned enterprises should be restructured to diversify their shareholding, to become bigger and stronger, but the reality is that state-owned enterprises should stop production two or three years later, before the other economic components