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冶金部第十七冶金建设公司所属第六工程公司(原机械化工程公司)是一个拥有1200名全民和集体制职工,承担机械土石方、汽车运输、修筑公路和铺设厂内铁路等施工任务的工程公司。去年九月起在推广鲁布革工程管理经验试点中,勇于开拓,把劳动、分配等制度配起套来同步探索改革,促进了企业内部劳动工资制度深化改革,取得了较好的效果。(一)全员待聘,择优上岗,冲击“铁饭碗”从试点开始之日起,他们大刀阔斧地作出了两项决定。一项是撤销原来5个施工队和19个科室编制,按工程项目组建6个承包队,按精简原则在机关设立6部1室,即工程经理部、经营管理部、行政后勤部、财会审计部、机械动力部、政治工作部和经理办公室。
The Sixth Engineering Company (formerly the mechanized engineering company) under the Ministry of Metallurgy No. 17 Metallurgical Construction Company is an engineering company with 1,200 employees working for the entire people and collective system and undertaking construction tasks such as mechanical earthwork, automobile transportation, road construction and railway laying. . In September last year, in the promotion of Lubuge project management experience pilots, the courage to open up, with the labor, distribution and other systems equipped with sets to explore the reform simultaneously, promoted the internal labor wage system to deepen the reform, and achieved good results. (1) All employees are waiting for employment, taking the best posts, and hitting the “iron rice bowl”. From the date of the trial, they made two decisions drastically. One is to withdraw the original 5 construction teams and 19 departments, and to establish 6 contract teams according to the project, and to establish 6 departments in the organization according to the principle of streamlining, namely the project manager department, the operation management department, the administrative logistics department, and the audit of the accounting department. Department, mechanical power department, political work department and manager’s office.