三年前还是亏损大户的常州市重点企业——武进第一棉纺织厂,三年后却成了盈利大户,固定资产、流动资金翻一番,职工人均收入增长一部倍半。1994年总产值、销售收入、利税比上年增长11.63％、28.06％和179.66％。 自辟路径 变革机制 为摆脱困境,以求生存和发展,1992年初,武进一棉从实际出发,研究和推行了适应社会主义市场经济的管理体制。 第一,以确保企业形象和效能划分两类 The three-year-old Changzhou key textile company, the key enterprise in Changzhou three years ago, became a major profit earner after three years, doubling fixed assets and liquidity, and the per capita income of workers has increased by half and a half. In 1994, the total output value, sales revenue, profits and taxes increased by 11.63%, 28.06%, and 179.66% over the previous year. Self-improvement Path Change Mechanism In order to escape from the predicament and survive and develop, in early 1992, Wu Jinyi set out from reality to study and implement a management system that was adapted to the socialist market economy. First, to ensure corporate image and effectiveness are divided into two categories