论文部分内容阅读
深圳市国有资产管理的工作仍然处于起步阶段,很多方面的工作刚刚开始,基本架构还没有脱离旧的轨道。虽然我们进行了很多工作,对企业的财务管理、评价考核、决策程序等等,都起到了一定影响,应该说已经在一定程度上改善了企业的运营机制,但是并没有从根本上解决企业运营机制不健全的问题。这首先表现在企业的财务监督不是经常性的内在监督,而是非经常性的外在监督。比较全面的监督还只限于每年一次的财务检查。其次,表现在投资方面,每年只有占总资产1%左右的增量部分的注入,即一亿多元的投资,整个产业结构的刚性问题并没有解决。第三,表现在企业体制改革方面,无论是股份制,还是董事会领导下的总经理负责制,它的覆盖面还都不大;特别是表现在我们的企业对于国有资产的意识还不强,还
The work of state-owned asset management in Shenzhen is still in its infancy, and work in many areas has just begun. The basic structure has not yet broken away from the old track. Although we have done a lot of work and have exerted a certain influence on the financial management, evaluation and evaluation, and decision-making procedures of the company, we should say that the operation mechanism of the company has been improved to a certain extent, but it has not fundamentally solved the operation of the enterprise. The mechanism is not perfect. This is first manifested in the fact that the financial supervision of the company is not a regular internal supervision, but an infrequent external supervision. More comprehensive supervision is also limited to annual financial inspections. Second, in terms of investment, only about 1% of total assets are injected each year, that is, more than 100 million yuan of investment. The rigidity of the entire industrial structure has not been resolved. Third, in the aspect of enterprise system reform, whether it is a joint-stock system or the general manager responsibility system under the leadership of the board of directors, its coverage is not large; especially, our company’s awareness of state-owned assets is still not strong.