襄樊铁路工人俱乐部,一九八○年以前是[支出敞着口,收入大撒手],对收支没有考核。一九八一年学习兄弟单位的管理经验,结合自己的具体情况,实行了[支出包干,超产提奖]的办法,收到了较好的效果。两年来增收节支盈余四万多元,解决了分区工会经费不足的困难。 Xiangfan Railway Workers Club, before 1980 is [spending open-minded, big income], there is no assessment of revenue and expenditure. In 1981, when we learned the management experience of our fraternal units and combined with our own specific circumstances, we implemented a [payout package, overbought award] approach and received good results. Over the past two years, it has saved more than 40,000 yuan in surplus and saved the difficulty of lack of funds in zoning trade unions.