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矗立在东北老工业基地上的鞍钢,无论是在计划经济时期,还是处于市场经济条件下,都是令人瞩目的焦点。穿越历史的烟云,鞍钢这个老国企又重新焕发出生机,2002年实现了钢铁产量双超千万吨的历史性突破。这对于一个身上打下了很深的计划经济烙印的老国企而言,在新时期能有如此作为,实属不易。探析根本,其主要理念在于坚持以人为本。 曾有人形象地把鞍钢这个钢铁巨人比喻为一位80岁老翁,前面抱着孩子(集体企业安置的18.5万子弟),后面背着老人(12万离退休人员),步履蹒跚地站在市场经济的起跑线上。而今背负重荷的老翁再展活力,顺畅地融入新型工业化良性循环的生态圈,深刻地揭示出要盘活国有资产存量,其关键问题是盘活人力资源存量。
Angang, which stands on the northeast old industrial base, is a focus of attention both during the planned economy period and under the market economy. Through the history of the cloud of smoke, Angang, the old state-owned enterprises have rekindled their vitality, in 2002 achieved a double breakthrough in the history of the steel production double super 10 million tons. This is indeed not easy for an old state-owned enterprise that has laid a deep imprint on the planned economy in the new era. The basic idea is to adhere to the people-oriented principle. There has been a vivid picture of Ansteel Iron and Steel Giant as an 80-year-old man, with children in front of (collective business placement of 185,000 children), followed by carrying the elderly (120,000 retired staff), standing faltering in a market economy The starting line. However, the old man carrying a heavy load is rejuvenating and smoothly integrated into the ecosystem of a virtuous circle of new industrialization, revealing profoundly that it is necessary to revitalize the stock of state-owned assets. The key issue is to tap the stock of human resources.