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一陕西省咸阳市百货大楼是个国营零售商业企业,现有职工149人,营业面积800余平方米,固定资产不足百万元。1991年经营不景气,商品销售829万元,实现利润28万元,仅完成市百货公司下达任务的83%和58%。其原因客观上是零售市场回升慢,商业企业竞争激烈,但主要是企业内部机制问题。几年来,一直坚持承包经营责任制,实行柜组承包,劳动优化组合,但还存在着“铁饭碗”、“大锅饭”和平均主义。企业内部机制没有从根本
A department store in Xianyang City, Shaanxi Province is a state-owned retail commercial enterprise. It has 149 employees and a business area of more than 800 square meters. The fixed assets are less than one million yuan. In 1991, the company was in a sluggish economy with 8.29 million yuan in sales of goods and 280,000 yuan in profits. It completed only 83% and 58% of the city department store’s tasks. The reasons for this are objectively the slow recovery of the retail market and fierce competition among commercial companies, but it is mainly the internal mechanism of the company. Over the past few years, we have always insisted on the contract responsibility system, the implementation of cabinet group contracting, and labor optimization. However, there are still “iron rice bowls,” “big pots,” and egalitarianism. The internal mechanism of the enterprise is not fundamental