深圳市建设(集团)公司是市委、市政府确定的全市大中型国营企业股份制改革的试点单位之一。回顾一年来股份制改革的进程,我感到,国营企业,特别是国营大中型建筑企业实行股份制改革的关键是: 一、抓住主要矛盾,处理好股份制与承包制的分配关系1985年下半年,我们在工程中标率低,队伍窝工严重,经济十分困难的情况下,全面开展了以经营承包为主要内容的优秀经理(队长)竞赛,由此逐步发展成为经理承包责任制和经理任期目标责任制。并相应地制定和实施了经营承包的8项管理 Shenzhen Construction (Group) Co., Ltd. is one of the pilot units determined by the Municipal Party Committee and the Municipal Government for the joint-stock reform of large and medium-sized state-owned enterprises in the city. Looking back at the progress of the joint-stock reform over the past year, I feel that the key to the reform of the joint-stock system of state-owned enterprises, especially large- and medium-sized state-owned construction enterprises, is: I. Grasp the main contradictions and handle the distribution relationship between the joint-stock system and the contracting system. In the second half of 1985, we In the case of low bids for projects, serious teamwork, and extremely difficult economic conditions, the competition for outstanding managers (captains) with the main content of operating contracts has been fully carried out, and this has gradually evolved into a manager’s contract responsibility system and manager’s term goal responsibility system. . And correspondingly formulated and implemented eight managements of operating contracts.