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据《人民日报》1995年6月6日报道,“1994年上半年,国有企业亏损面高达50%,经努力扭亏增盈后,亏损面仍居34.3%的高位.”作为国民经济支柱的国有企业大面积亏损的原因究竟是什么?人们可以从企业的内、外部,主客观等方面找出诸多的原因,但是,同样条件的企业,甚至引进同样生产线、拥有几乎同水平科技人才和管理制度的两个不同企业,为什么经营效益迥异?企业家惊呼:调动职工积极性的成本越来越高,企业家困惑:主人翁究竟怎么了?厂长经理们陷入两难的尴尬境地:一方面要不断满足职工越来越高的攀比心理,另一方面却又是劳动生产率的低下.同时具有劳动者与企业主人翁双重身份的企业职工在不断深入的改革中产生了困惑.难道改革就是以企业主人翁的利益损害和地位下降为代价?这个现象告诉我们,良好的运行机制并不一定意味着企业就可以高效运转.那么,问题的症结究竟在哪里?本文试图从企业内动力系统加以探讨.
According to the “People’s Daily” report on June 6, 1995, “In the first half of 1994, the loss level of state-owned enterprises was as high as 50%. After making efforts to turn losses into losses, the loss-making surface still stands at a high level of 34.3%.” What is the reason for the large-scale loss of enterprises? People can find out many reasons from the inside and outside of the company, subjective and objective, etc. However, companies with the same conditions even introduce the same production line, have almost the same level of scientific and technological personnel and management system. The two different companies, why the operating efficiency is different? Entrepreneur exclaimed: The cost of mobilizing the enthusiasm of employees is getting higher and higher, entrepreneurs confused: what is the master? The managers of the factory managers are in a dilemma: On the one hand, they must continue to meet Increasingly, the employees are more psychologically competitive, but on the other hand, they are low in labor productivity. At the same time, employees with the dual identity of the laborer and the enterprise owner have been puzzled by continuous deepening reforms. Is the reform based on the interests of the company’s masters? Damage and status decline at the price? This phenomenon tells us that a good operating mechanism does not necessarily mean that companies can operate efficiently. Then, Crux of the question of where? This article attempts to be explored from within the enterprise power system.