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河南油田在适应市场竞争需要,建立现代企业制度过程中,打破沿袭多年的“大而全、小而全”旧格局,剥离企业的社会管理责任,矫正企业办社会的不合理行为,于2000年实行主辅分离,辅业部分按照专业化、市场化发展的路子实行重组,五一、双河、涧河三大社区应运而生。三年多来,他们按照河南油田“十五”发展战略整体部署,通过持续重组、调整结构,优化资源、营造特色、抢占市场,增收创效,逐步实现由福利型向服务经营型转变,走出了一条市场化服务经营的成功之路。
In order to meet the needs of market competition and establish a modern enterprise system, Henan Oilfield broke through the old pattern of “big but small, complete” inherited for many years, stripped the social management responsibilities of enterprises and rectified the unreasonable behaviors of enterprises in handling social issues. In 2000 Implementation of the separation of primary and secondary, part of auxiliary industry in accordance with the professional, market-oriented development of the implementation of restructuring, 51, Shuanghe, Jianhe three communities came into being. Over the past three years, in accordance with the overall development plan of Henan Oilfield during the “Tenth Five-Year Plan” period, they have gradually realized the transformation from a welfare type to a service-oriented type by gradually restructuring, adjusting the structure, optimizing resources, creating distinctive features, seizing the market, The success of a market-oriented service management.