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1993年,我们大港油田被总公司确定为综合配套改革试点单位,1994年又被确定为全国百家现代企业制度试点单位.根据总公司的改革部署,我们把改革的重点转向调整油田组织结构和企业制度创新上来,从解体“大而全”、“小而全”,实行专业化管理入手,逐步把现在的管理体制改造成大港国有独资有限责任公司,并为建立现代企业制度创造条件.这些改革,从根本上触及到了传统的管理体制,触及到了影响油田发展的深层次矛盾,几乎涉及到了每个职工的切身利益,难度很大.为实现这一目
In 1993, Dagang Oilfield was identified as the pilot unit for comprehensive reform by the Head Office and again as one of the 100 pilot units of the modern enterprise system in 1994. According to the reform and deployment of the head office, we shifted the focus of the reform to the organizational structure of oilfields and From the disintegration of “large and complete” and “small but complete”, we should start professional management and gradually transform the present management system into a wholly state-owned limited liability company in Dagang and create conditions for the establishment of a modern enterprise system. The reform has fundamentally touched the traditional management system and touched upon the deep-seated contradictions that have affected the development of oilfields, and it has been very difficult for the interests of every worker to be involved.