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一个大中型企业,怎样适应建筑市场开放竞争的新形势?吉林市第一建筑工程公司在逐步完善企业承包经营中,把竞争机制引入人事制度,大刀阔斧地进行了管理机构和人事制度的改革,精上强下,消除了机构臃肿的弊病,大大增强了机构和干部队伍的活力。吉林市一建公司在省内以实力雄厚而著称。现有职工7000多人,其中干部队伍1440人,占职工总数的21.23%,公司机关干部占干部总数的18.68%。这样一个庞大的大中型骨干企业,去年虽然以622万元的利润居省内上游,但在这一片歌舞升平中却蕴藏着潜在的危机:机构部门林立,分工过细,党政不分,干部任命制的“铁饭
How does a large and medium-sized enterprise adapt to the new situation of open competition in the construction market? Jilin City No.1 Construction Engineering Company gradually introduced the competition mechanism into the personnel system and gradually carried out the reform of the management organization and the personnel system. Under the strong conditions, the drawbacks of overstaffing were eliminated, and the vitality of institutions and cadres was greatly enhanced. Jilin City Construction Company is well-known for its strength in the province. There are more than 7,000 employees, of whom 1,440 are cadres, accounting for 21.23% of the total number of employees. The company’s agency cadres account for 18.68% of the total number of cadres. Such a large and medium-sized backbone enterprise last year, although the profits of 6.22 million yuan in the upper reaches of the province, but in this song and dance is a potential crisis hidden: institutional departments are divided, the division of labor is too fine, the party and government, regardless of the appointment of cadres "Iron rice