1985年初,大化生产经营面临几十年没有过的困难,22种化工产品有一半以上严重滞销,特别是主要产品化肥、硫酸市场突变,使许多装置被迫大幅度减产甚至停产,卖不出去的化肥堆积如山,企业资金周转困难。如何扭转这种困难局面?我认为企业厂长(经理)首先要从思想上摆正自己的地位。现在,国家给企业下放了很多权力,尽管还有不少没得到落实,但企业本身的权限毕竟比过去大多了。在企业厂长(经理)权力不断 At the beginning of 1985, Dahua’s production and operation business faced difficulties that had not been seen in decades. More than half of the 22 chemical products were seriously slow-moving, especially the sudden changes in the main products of fertilizers and sulfuric acid. As a result, many devices were forced to significantly reduce production or even stop production, and they could not be sold. The accumulation of chemical fertilizers is like mountains, and the company’s capital turnover is difficult. How to reverse this difficult situation? I think that the director of the company (manager) must first ideologically correct his position. Now, the state has delegated a lot of power to enterprises. Although many of them have not been implemented, the authority of the enterprise itself is, after all, more than it used to be. The power of the plant manager (manager)