我公司是一个仅有2000多职工的国营施工企业,在完成第一轮经营承包以后,于1991年实行第二轮承包。实行经营承包,碰到一个较大的难题,就是如何建立一支精悍高效的干部队伍,改善生产关系以适应生产力发展。我公司是一个老国营企业,由于历史的原因,使行政机构越来越臃肿,办事人员越来越多。因为干部“铁交椅”的问题没有解决,在承包中,一些干部无风险,有的只关心自己当月的奖金,有的认为干部是终身制的,不求上进,做一天和尚撞一天钟;有的做办公室“金 Our company is a state-owned construction enterprise with a workforce of more than 2,000. After the completion of the first round of business contracting, the second round of contracting was implemented in 1991. The implementation of business contract, met a larger problem, that is, how to establish a lean and efficient cadre team to improve relations of production to adapt to the development of productive forces. My company is an old state-owned enterprises, due to historical reasons, so that more and more bloated administrative agencies, more and more staff. Some cadres have no risk in the contracting. Others only care about their bonuses in the current month. Some think that cadres are tenured for life. They should not strive for progress and one day a monk should hit the clock. There are Do office "gold