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我们总公司是以原市轻工局为基础,就地转轨变型组建的,是一个自主经营、自负盈亏的经济实体,下属9个服务公司和事业单位,166名职工。改革前,我们最担心的是总公司能不能自立,能否有事干、有钱赚?干部能不能妥善安排?1985年7月成立总公司后,我们围绕自我改革,自我发展,就地转轨变型,做了许多工作,取得初步进展。主要做法和体会是:一、机构改革不仅要进行机构的裁併,更重要的是实现职能的转换。
Our head office is based on the original City Light Industry Bureau, the local transitional transformation set up, is a self-employed, self-financing economic entity, under the 9 service companies and institutions, 166 employees. Before the reform, what we are most worried about is whether the head office can stand on its own, what can be done and whether the cadres can make proper arrangements? After setting up the head office in July 1985, we focused on self-reform, self-development and local transitional transformation , Did a lot of work and made initial progress. The main practices and understandings are as follows: First, the reform of the institutions not only requires the institutional reduction but also, more importantly, the conversion of functions.