我局是一个兵改工的铁路施工企业。作为一个施工企业的第一管理者的根本责任,就是在商品经济的海洋中,善于审时度势地作出正确的经营管理决策。几年来,我们坚持把敢于承建高大难尖工程作为经营管理的一项重要决策,并致力于抓好落实,促使企业增强了应变能力,生产经营呈现出稳定发展的态势。一、依据外部环境,确立瞄准高大难尖工程的经营战略改工初期,我们面临着由军队向企业,由生产型向生产经营型的转变。对如何按照企业经营管理的内在要求进行管理转型,一时尚缺乏清晰的认识和思路。加之多年传统管理的影响,在不少同志中依赖指令、坐等任务的思想较为浓厚,对面临着的“找米下锅”的形势认识不足。因而在经营指导思想上不够拓展,不愿承揽 Our Bureau is a railway construction company that has changed its workforce. The fundamental responsibility of the first manager of a construction company is to be good at making correct management and management decisions in the ocean of commodity economy. Over the past few years, we have insisted on daring to undertake the construction of tall and difficult projects as an important decision for business management. We are committed to the implementation of these projects, and have encouraged companies to increase their resilience. Production and operations have shown steady development. 1. Based on the external environment, we have established a business strategy that targets tall and difficult projects. In the early days of the work, we were faced with the transition from the military to the enterprise, from the production model to the production management model. There is a lack of clear understanding and thinking on how to carry out the management transformation in accordance with the internal requirements of business management. In addition to the influence of many years of traditional management, the ideology of relying on instructions and waiting for assignments in many comrades is relatively strong, and there is insufficient understanding of the situation in which “looking for rice” is faced. Therefore, it is not enough to expand its business management guidelines and is not willing to accept contracts.