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1985年国家对猪、禽、蛋实行多渠道、多成分经营后,国营食品公司的经营量大幅度下降,出现大额亏损。对此,我们认真学习了中央文件,决心转变经营思想和经营作风,积极参与市场竞争,发挥国营食品公司在市场中的主导地位和调节作用。我们的做法是: 1.精简管理机构,充实经营第一线。市公司将原来的十科一室,改为只设党委、经理二个办公室,管理人员从76人减为28人,多余人员组成肉食、禽蛋、运销三个分公司和贸易中心四个经济实体,实行分线核算和五定(定人员、定数量、定毛利、定费
After the country implemented multi-channel and multi-component operations on pigs, poultry, and eggs in 1985, the state-owned food company’s business volume dropped drastically, causing large losses. In this regard, we have carefully studied the central document, determined to change our business thinking and business style, actively participate in market competition, and play a leading role in the state-owned food company’s market and its regulatory role. Our approach is: 1. To streamline the management structure and enrich the front line of management. The company changed the original ten divisions into two offices with party committees and managers. The number of management personnel was reduced from 76 to 28, and the surplus personnel consisted of three branches of meat, poultry, transportation and sales, and four centers of trade center. The entity implements split line accounting and five determinations (fixed personnel, fixed quantity, fixed gross profit, fixed fee)