一年多来,二汽在认真总结前期改革经验教训的基础上,深入研究予企业改革与发展的战略,明确了以改革企业制度、建立公司化体制为主线,循序渐进深化经营机制改革的思路。在实施步骤与改革内容上,可分三步进行。第一步,建立公司化体制的组织框架,推进企业经营机制改革。企业与国家的关系比较明朗和稳定,有了较大的经营权限以后,怎样深化企业内部的改革?二汽按照整体经营、分层分工的思路,建立与大生产内在要求相一致的责任体系,通过目标管理调动基层与职工的积极性,通过统一投资决策实现资源配置优化。 1.集中企业内部的投资权限,克服投资分散化倾 Over the past year or so, on the basis of conscientiously summing up the lessons of previous reforms, the company has conducted in-depth research on strategies for the reform and development of enterprises, and clarified the thinking of reforming the enterprise system and establishing a corporatized system as the main line, and gradually deepening the reform of the operating mechanism. The steps and reforms can be divided into three steps. The first step is to establish an organizational framework for the corporatization system and promote the reform of the company’s operating mechanism. After a relatively clear and stable relationship between the enterprise and the country, and how to deepen the internal reform of the enterprise after having a relatively large operating authority, the company has established a responsibility system consistent with the internal requirements of the large-scale production in line with the overall management and stratified division of labor. Through the management of targets, mobilize the enthusiasm of the grassroots and employees, and optimize resource allocation through unified investment decisions. 1. Focus on the investment authority within the company to overcome the decentralized investment