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随着经济体制改革的深入发展,我公司原实行的班组与处,处与公司的内部承包已有些不适用,激励作用下降,弊端越来越明显。在经济承包中,有的不以科学依据为基础,讨价还价,出现了人为的分配不公的现象。在管理工作中,出现了管理人员相对较多而管理工作忙不开的矛盾,因而探索新的承包方法是很必要的。借鉴鲁布革工程管理经验,结合我公司的具体情况,开展项目承包是可行的。我公司是一个小型安装企业,现有职工(包括合同制工人、临时合同工)492人。其中管理、技术和后勤服务人员181人,占公司职工总数的36.8％。从公司机构来看,有职能科室二十二个,下边只有一百多人的
With the in-depth development of the economic system reform, the original team and office of the company and the company’s internal contracting have been somewhat inapplicable, the incentive effect has declined, and the drawbacks have become more and more obvious. In economic contracting, some are not based on scientific evidence, bargaining, and there is a phenomenon of artificially unfair distribution. In the management work, there is a contradiction in which there are relatively many managers and the management work is too busy. Therefore, it is necessary to explore new contracting methods. Drawing lessons from Lubuge’s engineering management experience and combining with the specific conditions of our company, it is feasible to carry out project contracting. Our company is a small installation company with 492 employees (including contract workers and temporary contract workers). Among them, 181 were management, technical and logistics staff, accounting for 36.8% of the total number of employees of the company. Judging from corporate institutions, there are 22 functional departments and only 100 are