论文部分内容阅读
公司创建于1963年2月,现有职工275人,1990年末,自有流动资金3507万元,固定资产净值1106万元。有一座约5.9 万平方米仓库。1990年公司销售额为87108万元,在全国物资系统100家大企业中排第12位,在金属流通行业排第4位。该公司提高效益的作法是;一、改革领导体制,实行经理负责制。公司实行了经理任期目标负责制,经理在企业中的中心地位得到确立,形成了以经理为中心的经营管理体制,明确了经理在经营管理中具有的决策权、组织权和指挥权.企业党委的保证监督作用得到有效发挥,保证了党和国家各项政策在企业中的贯彻落实;民主管理和民主监督得到加强。
The company was founded in February 1963 and has 275 employees. By the end of 1990, it had a liquidity of 35.07 million yuan and a net fixed assets of 11.06 million yuan. There is a warehouse of about 59,000 square meters. In 1990, the company’s sales amounted to 870.08 million yuan, ranking 12th among 100 large enterprises in the country’s material system, and ranking 4th in the metal circulation industry. The company’s practice of improving efficiency is to: 1. Reform the leadership system and implement a managerial responsibility system. The company implemented a managerial responsibility system for the term of office. The central position of the manager in the company was established, and a management system centering on the manager was formed. The decision-making power, organization power, and commanding power of the manager in the operation and management were defined. The effective supervision of guarantees has been ensured, ensuring the implementation of various policies of the Party and the State in the enterprise; democratic management and democratic supervision have been strengthened.