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一走进吉林省通化白山制药三厂大门,迎面而来的水雾令人清新凉爽,门前喷水池的水柱犹如白练飘舞,厂区内绿树、鲜花交相辉映,偶尔可遇一两个为生产忙碌着的人匆忙而过。由于这个厂不断完善内部行为机制,企业充满了活力。这个厂在1984年以前归白山制药总厂统一管理。那时一个2,000多人的总厂每年利润只有70多万元。1984年各厂分开,独立经营。分开后,这个厂承担了原总厂分摊的十几万元的债务。为了使企业重新获得生机,工厂领导班子采取了由外到里,管人治心的办法。首先,他们从外部环境抓起,治
As soon as we walked into the gate of the third factory of Tonghua Baishan Pharmaceutical Factory in Jilin Province, the oncoming mist was refreshing and cool. The water column in front of the fountain was like white practice. The trees and flowers in the plant area were beautiful, and occasionally one or two were busy for production. The people rushed past. As this plant constantly improves its internal behavioral mechanism, the company is full of vitality. This factory was under the unified management of Baishan Pharmaceutical Factory before 1984. At that time, the total profit of a plant of more than 2,000 people was only over 700,000 yuan a year. In 1984, the plants were separated and operated independently. After separation, the factory assumed more than 100,000 yuan in debt from the original plant. In order to rejuvenate the enterprise, the factory leadership team took measures from the outside to the inside to manage the mind. First of all, they grabbed the external environment and ruled