几年的承包经营实践,深刻认识到要把此项工作搞好,必须处理好下列几个问题:承包期(本行业)不宜长,以一年一承包为好,考核指标要科学合理;责权利要结合,防止短期化行为,提高自我积累的能力;处理好发包和承包方的关系。1.承包期和考核指标的问题。承包期太长,如一包三年或四年不变,这样就难以预测以后几年的形势变化。如1983年预测不到1985年的高潮和1986年的滑坡。所以一定 A few years of contracting management practice, a profound understanding of this work to do a good job, we must deal with the following issues: the contract period (the industry) should not be long, the contract is better every year, the assessment indicators should be scientific and rational; Rights should be combined to prevent short-term behavior, improve the ability of self-accumulation; handle the relationship between the contract and the contractor. 1, the contract period and assessment of the problem. The contract period is too long, such as a package of three or four years unchanged, so it is difficult to predict the situation in the next few years. For example, the climax of 1985 and the landslide of 1986 were not predicted in 1983. So surely