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深化改革探索前进 1987年,公司率先在商业系统实行承包经营责任制,一年来,公司在努力完成各项承包经营指标的同时,着力于内部配套改革,改业务科为4个经营科室,实行半独立核算;改中层干部任命制为聘任制,签订聘任合同书;将任务层层分解到科室,实行利润、费用包干,超奖短罚;管理科室实行目标责任制,任务到人,明确责任和奖惩:各科室向经理负责,签订承包合同书,职工向科长负责,根据岗位责任和任务分别签订承包合同。公司对全体职工实行工资半浮动,
In 1987, the Company took the lead in implementing the contracting management responsibility system in the commercial system. Over the past year, while striving to complete various contracting management targets, the Company focused on internal supporting reforms. The department changed the business section into four departments and implemented half Independent accounting; to change the appointment system for middle-level cadre appointment system, signed a contract of employment; the task decomposition to the department level, the implementation of profit, cost package, super award short penalties; management department implementation of the target responsibility system, the task to people, a clear responsibility and Reward and punishment: the department responsible for the manager, signed a contract, the staff is responsible to the section chief, respectively, according to job responsibilities and tasks signed contract. The company implemented a semi-floating salary for all employees,