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一上海由市和区县总工会开办管理的文化宫、俱乐部及职工活动中心共有近30个,是职工群众文化活动的重要阵地。自1988年起,工会的文化宫、俱乐部等文化事业单位进行机制改革,走社会效益与经济效益并重之路,在实践中进行探索,取得了一定的成功,主要有以下几个方面:(一)经营机制转换取得初步成果。上海各文化宫、俱乐部过去都是主管工会全额或差额拨款。1988年开始逐步“断奶”,由这些文化事业单位自我经营,自负盈亏,自我发展。“断奶”以后
A Shanghai Cultural Palace run by the municipal and district general trade unions, clubs and staff activity centers a total of nearly 30, is an important position for the masses of workers cultural activities. Since 1988, the trade unions of the Cultural Palace, clubs and other cultural institutions to carry out the mechanism reform, taking both social and economic benefits of both ways, to explore in practice, and achieved some success, mainly in the following aspects: (a) Business mechanism conversion achieved initial results. Shanghai Cultural Palace, the club in the past are in charge of trade unions full or differential funding. Beginning in 1988, “Weaning” began gradually, and self-operated, self-financing and self-development operated by these cultural institutions. After weaning