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济南化纤总公司于1988年10月开工,1991年7月建成试生产.5年来,生产年年看好,效益逐年递增.连续5年的产值分别是1.1亿元、3.8亿元、6.6亿元、7.6亿元、8、8亿元.利税分别是0.047亿元、0.7亿元、1.67亿元、2.6亿元、3.2亿元.作为新企业,能在短短的几年中取得这样好的效益,其根本原因是深化改革、苦练内功、狠抓管理、提高素质,闯出了一条自己的路.现将该公司狠抓管理的作法和经验简介如下:该公司的领导人认为,管不好公司就是对后人的犯罪.管好公司,一靠深化三项制度改革,二靠强化企业管理.社会主义企业应该是以提高经济效益为目标,以提高人的素质为中心,因此一定要坚持以人为本、自主管理的基本思想.通过强化企业管理,既保留了具有中国特色的管理模式,又引入了西方的竞争机制、激励机制.该公司提出了“培养跨世纪人才,创造跨世纪管理水平,建设跨世纪工程,争创世界一流化纤企业集团”.1995年底管理水平已达到国内同行业先进水平,1997年底将达到国际同行业水平,到2010年真正达到世界一流的水平.1.从强化基层管理入手,持续开展以岗位责任制为中心的岗位责任制检查稳定生产秩序、稳定一线、稳定生产的关键在于强化一线基层管理,特别是班组、岗位的管理,必须“严”字当头,使职工具备“三老四严”“四个一?
Jinan Chemical Fiber Corporation commenced work in October 1988 and completed trial production in July 1991. During the past five years, the production has been optimistic for a long time and the benefits have been increasing year after year. The output values for five consecutive years were 110 million yuan, 380 million yuan, and 660 million yuan respectively. 760 million yuan, 880 million yuan. Profits and taxes were 0.047 billion yuan, 0.7 billion yuan, 167 million yuan, 260 million yuan, 320 million yuan. As a new company, we can achieve such a good result in just a few years. The basic reason is to deepen reforms, improve internal skills, pay close attention to management, improve quality, and create a path of its own. The current practice and experience of the company’s meticulous management are described as follows: The company’s leaders believe that the management is not A good company is a crime against later generations. Managing the company depends on deepening the reform of the three systems, and on strengthening the management of enterprises. Socialist companies should aim at improving economic efficiency and improve people’s quality. Therefore, we must Adhere to the basic idea of people-oriented and self-management. By strengthening enterprise management, we have not only retained the management model with Chinese characteristics, but also introduced western competition and incentive mechanisms. The company has proposed “cultivating trans-century talents and creating cross-century management standards. , building a cross-border Jilin Engineering, striving to create a world-class chemical fiber enterprise group. By the end of 1995, the management level has reached the advanced level in the domestic industry. By the end of 1997, it will reach the international level in the same industry. By 2010, it will truly reach the world-class level. 1. Starting from strengthening grassroots management The continuous development of the post responsibility system centering on the post responsibility system is the key to stabilizing production order, stabilizing the frontline, and stabilizing production. The key is to strengthen the management of the grassroots grassroots units, especially the management of the team, posts and posts, and must “strictly” take the lead to enable employees to have “ Three old four strict “” four one?