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我厂建于1950年,现有固定资产(原值)1.54亿元,职工1.17万人,是国家机械工业的大型重点骨干企业之一。 1985年5月,我厂实行厂长负责制后,在不改变传统企业经营机制的基础上,向基层下放了有限的经营权。但在实践中我们发现,传统的、单一的全民所有制形式和现行的企业管理机制上的“大而,公、大锅饭、大一统、大而全”所形成的四大束缚,严重地阻
I plant was built in 1950, the existing fixed assets (original value) 154 million yuan, employees 11,700 people, is the national machinery industry, one of the major key enterprises. In May 1985, after implementing the responsibility system of the factory director, the factory had delegated a limited operation right to the grass-roots level without changing the operating mechanism of traditional enterprises. However, in practice, we have found that the four major constraints formed by traditional, single forms of ownership by the whole people and the current corporate governance mechanisms, “big, public, big pot, big, unified, and large”, are seriously hindered.