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我们城建一公司1988年逐步推行项目法施工,不断深化企业内部配套改革,使企业整体素质、社会和经济效益都有了较大的提高。我们的基本做法和主要效果是:一、转换经营机制,调整内部结构,改革和建立与项目法施工相适应的企业管理体制。1.实行项目管理层与劳务作业层的全面分开。一是成立项目经理部。自1988年以来,我公司按照符合建筑产品生产特点的项目法施工原理,对所有在施和新开工程实行了内部招标、选聘等竞争形式,
In 1988, our urban construction company gradually implemented project law construction, and continuously deepened the internal reforms of the company, so that the overall quality, social and economic benefits of the company have been greatly improved. Our basic practices and main results are: First, change the operating mechanism, adjust the internal structure, and reform and establish a corporate management system that is compatible with the construction of the project law. 1. Implement a full separation of project management and labor service operations. The first is the establishment of a project manager. Since 1988, our company has applied various internal competition methods such as internal bidding and hiring in accordance with the principle of project method construction that meets the production characteristics of construction products.