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自1987年全国大中型国营企业实行厂长负责制以来,各个企业都进行了企业内部管理体制及相应的企业管理组织机构设置的改革,探索建立一种科学的、符合中国国情和本企业实际需要的企业管理体制,以便企业更快地向经营型管理发展。现行的企业管理体制主要有三种:厂长全面领导下的副厂长分工负责制;职能部(室)制(合资企业较多选择这种体制);个别企业试行了事业部(室)制。厂长领导下的副厂长分工负责制是传统的管理模式。它的特点是上下对口、分工负责、垂直领导、讲究专业职能管理,侧重于以行政手段管理企业。这种管理体制无论是在执行中,还是在企业管理改革的不断探索中,都使人感到不足,阻碍着企业管理从生产
Since the implementation of the director responsibility system for large and medium-sized state-owned enterprises across the country in 1987, various companies have carried out reforms of the internal management system and the corresponding corporate management organization and setup, and explored the establishment of a scientific, in line with China’s national conditions and the actual needs of the enterprise. The enterprise management system enables companies to develop management-oriented management more quickly. There are mainly three types of current enterprise management systems: the division of the deputy director under the overall leadership of the factory director; the division of functions (rooms) (more joint ventures choose this type of system); and individual companies try the division (room) system. The divisional responsibility system of the deputy director under the leadership of the factory manager is a traditional management model. It is characterized by a top-to-bottom counterpart, division of labor, vertical leadership, and specialization in functional management, with an emphasis on administrative management of enterprises. This kind of management system, whether in the implementation or in the constant exploration of the management reform of the enterprise, makes people feel inadequate and hinders the management of the enterprise from production.