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我从1950年到现在,长期从事电力建设工作,现任山西电建二公司经理。怎样当好一个经理呢?我的体会是: 当经理,得会经营管理,讲究经济效益。1981年,我们公司任务不足,国家允许亏损52万元。我想,物是死的,人是活的,只要发挥人的主动性,就能扭亏为盈。那年,我们辞退了500名民工,把民工担负的工程,全部由技工和干部承担起来。还组织了150名技工去支援富拉尔基电站工程,并承揽一
From 1950 to the present, I have been engaged in electric power construction for a long time. Now I am the manager of Shanxi Electric Power Construction Company II. How to be a good manager? My experience is: When the manager, will be operating and management, pay attention to economic benefits. In 1981, our company had insufficient tasks and the state allowed a loss of 520,000 yuan. I think that things are dead and people are alive, so long as people’s initiative is used, they can turn losses into profits. In that year, we dismissed 500 migrant workers, and all the projects undertaken by the migrant workers were undertaken by technicians and cadres. 150 technicians were also organized to support the Fularji Power Station project and undertake a contract