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编辑同志: 我们是一家汽车配件公司,由于商业竞争的激烈,加上我公司内部管理机制的混乱,我公司已有5个年头处于半停业状态。为了解决200多人的生活出路问题,我公司于2002年9月重新成立了公司领导班子,并决定将下属的汽配商场、农用客车制造厂和新旧汽车交易商场等3家非独立核算的分公司全部以承包的形式包给3个分公司的经理,即3个分公司均可独立采购原材料、独立进行市场营销、策划,但财务核算由公司财务科统一进行,统一向有关部门报送报表;各分公司在必须保证其职工每月不低于400元基本工资的情况下,分公司经理年终可按分公司实现的利润总额提取10％的经理工资、全体职工可按分公司实现的利润总额提取18％的奖励工资。
Editor’s Comrade: We are an auto parts company, due to the fierce competition in the business, coupled with the chaos in our internal management mechanism, our company has been in the state of half a year off. In order to solve the problem of living more than 200 people, our company re-established the leadership of the company in September, 2002, and decided to subordinate the auto parts shopping malls, agricultural bus manufacturers and new and old car trading malls and other three non-independent accounting branch All of them are contracted to managers of 3 branches, that is, all 3 branches can independently purchase raw materials and independently conduct marketing and planning. However, the financial accounting shall be conducted uniformly by the finance department of the Company, and the reports shall be submitted uniformly to relevant departments. Branch offices must ensure that their staff not less than 400 yuan a month basic salary circumstances, the branch manager at the end of the branch can be achieved by the total profit of 10% of the manager’s salary, all employees can be achieved by the branch of the total profit 18 % Reward salary.