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沈阳电业局1993年发展多种经营的目标是:全局多种经营总收入增长20%,完成产值1.8亿元,力争达到2亿元。实现利润同步增长20%,完成1430万元。要在市场经济大潮的推动下,实现多种经营“四个转变”,即:由安置福利型向经济效益型转变,由计划产品型向市场经济型转变,由内部运转型向开放经营型转变,由稳中求活型向开拓进取型转变。为此,他们采取九项措施:一是允许多经企业内部实行经营、价格、分配、用人“四放开”,使多经企业享有充分的经营自主权。二是转换经营机制,在承包、租赁经营的基础上,实行股份合作制试点。三是“放水养鱼”,局机关办实业,沿小机关、大服务、兴办第
The objective of the Shenyang Electric Power Bureau’s development of diversified operations in 1993 was as follows: The total revenue from diversified operations increased by 20%, and the output value reached 180 million yuan. It strived to reach 200 million yuan. The simultaneous increase in profits was 20%, with a total of 14.3 million yuan. To promote the “four transformations” of diversified operations under the impetus of the market economy, that is, from the resettlement benefit type to the economic benefit type, from planned product type to market economy type, and from internal operation type to open operation type. , from the steady seeking to change into pioneering type. To this end, they have adopted nine measures: First, they allow the company to operate, price, allocate, and employ people “in order to liberalize” so that Dover enjoys full operational autonomy. The second is to change the operating mechanism and implement the joint-stock cooperative pilot on the basis of contracting and leasing operations. The third is to “fight water and raise fish”. The bureau organizes industrial development, along the small organs, large services, and the first