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公司现有微机45台(其中386微机28台),平均每千名职工拥有微机15台,约30%以上管理人员掌握了微机基本操作,微机拥有量和普及率远远超过了全国施工企业平均水平,也高于建设部要求施工企业“八五”末期达到的目标。我公司微机拥有量较多,主要有下列几个原因。一是适应项目管理的需要。我公司是以从事石油、石油化工工程建设及其它工业、民用工程建设,并从事工程设计和金属结构、压力容器、钢门窗等产品的设计、制造、生产的国营资质一级施工企业。公司被国家体改委国家计委等五个部委批准为全国首批推广鲁布革工程管理经验的十八个试点企业之一。1988年初,按照试点要求公司进行了机构改革,公司内部组织机构划分为经营决策层、项目管理层和骨干队伍作业层三个层次,按项目法
The company currently has 45 microcomputers (28 of which are 386 microcomputers). The average employee has 15 microcomputers per 1,000 employees. About 30% of the management personnel have mastered the basic operations of the microcomputer. The microcomputer ownership and penetration rate far exceeds the average of the construction companies nationwide. The level is also higher than the target reached by the Ministry of Construction at the end of the “Eighth Five-Year Plan” period for construction companies. My company has more microcomputers, mainly for the following reasons. The first is to meet the needs of project management. Our company is a state-level qualification construction enterprise engaged in the design, manufacture and production of engineering design, metal structures, pressure vessels, steel doors and windows, etc. in petroleum, petrochemical projects and other industrial and civil engineering projects. The company was approved by five ministries and commissions such as the State Planning Commission of the National Economic Reform Commission as one of the first 18 pilot companies in the country to promote the Lubuge project management experience. In early 1988, according to the pilot requirements, the company carried out organizational reforms. The company’s internal organizational structure was divided into three levels: management decision-making level, project management level, and backbone team operation level, according to the project law.