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我厂是闽北山区的一个县属集体所有制小厂,1982年以前,主要生产木杆秤。前几年,由于生产连年亏损,工人纷纷外出自谋生路。就是在这种形势下,我被选为厂长。为了尽快摆脱困境,我在经营管理方面,先后抓了四件事: 一、抓好生产,稳定情绪在选举会上,我考虑到要扭转局面,稳定职工情绪,当众宣布:第一,保证年底前每个职工都能拿到工资;第二,现有领导体制要彻底改组。接着,采取了三
Our factory is a county-owned collective ownership small factory in the mountainous area of northern Anhui. Prior to 1982, it mainly produced wooden pole scales. In previous years, due to losses in successive years of production, workers had to go out of their own lives. It was in this situation that I was elected director. In order to get rid of the predicament as soon as possible, I have taken four major actions in business management: First, we have a good grasp of production, and stabilizing our emotions At the election meeting, I considered reversing the situation and stabilizing the sentiments of employees. I announced in public: First, guarantee the end of the year. Before each employee can get a salary; Second, the existing leadership system must be completely restructured. Then take three