上海凤凰自行车股份有限公司改制二年来,深深体会到股份制企业也必须坚持以市场为导向,不断深化改革,才能在激烈的市场竞争中永远立于不败之地。总结近二年的工作实践,主要抓了三件事: 一、积极深化改革 努力处理好三个关系 企业要发展,特别是对于我们这些过去的“老先进”企业来说,只有不断改革,才能有出路。股份制改制为我们创造了条件,并不等于是改革到顶了。为此,我们从处理好三个关系入手,进一步转换企业运转机制,使之真正纳入规范化的股份制企业的运营轨道。 1、正确处理好集权与分权的关系。首先,我们改革了原有的内部管理体制,按“精简、高效、科学”的原则,撤科建部,实行事业部制,将原来34个科室压缩成为17个部、室。其次,进行了分厂制改造,即把公司本部原下属的6个车间改制成具有委托法人资格的分厂,赋予一定的生产、经营及人事、分配权,实行了 In the two years since the Shanghai Phoenix Bicycle Co., Ltd. was restructured, it has been deeply realized that joint-stock companies must also adhere to the market-oriented approach and continuously deepen reforms so as to be invincible in fierce market competition forever. Summarizing work practices in the past two years, we focused on three things: First, actively deepen reforms and strive to properly handle the three relationships. Enterprises must develop, especially for our past “old advanced” enterprises. There is a way out. The fact that the joint-stock reform system has created conditions for us does not mean that the reform has reached the top. To this end, we started with handling the three relationships and further transformed the operating mechanism of the company so that it can truly be incorporated into the operational track of a standardized joint-stock enterprise. 1. Correctly handle the relationship between centralization and decentralization. First of all, we reformed the original internal management system. According to the principle of “compact, efficient, and scientific”, we removed the Kejian Construction Department and implemented the business division system. The original 34 departments were compressed into 17 ministries and departments. Secondly, a branch-to-plant system transformation was carried out. That is to say, the six workshops of the company’s headquarters were converted into branch factories with the qualification of a legal person, and certain production, management, and personnel and distribution rights were granted.