论文部分内容阅读
北京城建(集团)一公司,是1983年由原基建工程兵集体转业改编组建的资质一级、信誉一等的大型综合建筑施工企业。从1988年起学习和借鉴鲁布革工程管理经验,全面推行项目法施工及配套改革。在分配制度上,我们始终以实行“百含包干”后企业如何以利润为中心,放权后企业内部如何强化而不是弱化定额管理这两个主题为重点,坚持以包为本,以效益和贡献为尺度,对项目经理部、栋号(作
Beijing City Construction (Group) Co., Ltd. is a large-scale integrated construction enterprise that was established in 1983 by the original infrastructural engineering reorganization and restructuring. From 1988 onwards, he learned from Lubuge project management experience and fully implemented project law construction and supporting reforms. In terms of the distribution system, we have always focused on how to use profit as the center after the implementation of the “hundred and lump sum contractions” approach, and how to strengthen, rather than weaken, quota management within the enterprise after decentralization. Focus on the package-based approach and use efficiency and contribution. For scale, project manager, building number (for