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企业实行厂长(经理)负责制以后,厂长(经理)如何运用好手中的权力,特别是如何实现决策的科学化,是当前深化企业领导体制改革的重要课题。大连化学工业公司(以下简称大化公司)经理李永基同志在最近召开的全国化学工业厅局长会议上,介绍了他们通过决策的民主化来提高决策科学化水平的经验体会。一、不断增强民主意识,重视发挥群体力量大化公司的决策者在实践中深深地体会到,增强民主意识,充分发挥群体的智慧和力量,是实现决策科学化的首要前提和重要保证。在激烈的市场竞争面前,如果没有广大职工的理解、参与和支持,要办好企业是不可能的。他们的具体做法是:1.依靠群众战胜困难。1985年3月大化公司组建新领导班子时,遇到了几十年没有过的生产经营危机。在这种极端困难的情况下,新领导班子成员在正式工作的第一天,就一起到各生产厂和二级单位现场办公,广泛听取意见和建议,发动群
After implementing the director (manager) responsibility system, how to make good use of the power of the director (manager), especially how to make the decision-making scientific, is an important issue for deepening the reform of the enterprise’s leadership system. Comrade Li Yongji, the manager of Dalian Chemical Industry Corporation (hereinafter referred to as Dahua Company), introduced at the recently held meeting of the director of the National Chemical Industry Office about their experience in making the decision-making democratization a science-based decision-making level. I. Continuously Enhancing the Consciousness of Democracy and Emphasizing the Role of Group Strength Policy makers in the company deepeningly realize in practice that enhancing the democratic awareness and giving full play to the wisdom and strength of the group are the first prerequisite and the important guarantee for achieving scientific decision-making. In the face of fierce market competition, without the understanding, participation and support of vast numbers of staff and workers, it is impossible to run enterprises well. Their specific practices are: 1. Rely on the masses to overcome difficulties. In March 1985, when Dahua Company formed a new leadership team, it encountered a crisis of production and management that it had not experienced in decades. In this extremely difficult situation, on the first day of their official work, the members of the new leadership team went to the production sites and the second-level units to work on site, listened to opinions and suggestions extensively, mobilized the masses