1978、1979两年,我们搞了三种形式的管理办法,第一种是用行政命令式的管理方法,制定了79条岗位责任制,车间配备五大员,从表面看管理人员一大片,实质上是缺乏群众基础,没有把三者之间的利益结合起来,加班加点的干一年,利润只有两万元。第二种是在全厂实行有效全勤,优质超产,技术革新,节约利废等四项单项奖,来调动职工的生产积极性,结果由于基础工作没做好,思想教育没跟上,还是评比发奖靠印象,有奖无惩一个样,不仅没有发挥奖金的作用,反而为奖金造成人 In the two years of 1978 and 1979, we carried out three forms of management methods. The first was the use of administrative imperative management methods. We established 79 post responsibility systems. The workshops were staffed with five members. From the surface, we saw a large number of management personnel. The lack of a mass basis does not combine the interests of the three parties. Overtime work is done one year and the profit is only 20,000 yuan. The second is the implementation of effective full-duty, high-quality and high-productivity, technological innovation, and the saving of profits and wastes in the whole plant to mobilize the employees’ enthusiasm for production. As a result, the basic work was not done well, ideological education did not keep up, or the evaluation was made. The reward is based on the impression that there is no penalty for a kind of reward, not only does not play the role of the bonus, but instead creates a bonus for people.