论文部分内容阅读
为了建立规范化的集团运行机制,攀钢(集团)公司1994年初提出了以建立现代企业制度为目标,通过调整和优化内部组织结构来构造母子公司体制,实现由联合企业向企业集团转变;由“大而全”向专业化分工与协作转变;由生产型工厂制向生产经营开发型公司制转变;由集权管理向集权——分权管理转变;形成集团化“规模经济”、股份化“公司制度”、专业化生产、社会化协作、多角化经营格局。
In order to establish a standardized group operation mechanism, Pangang (Group) Corporation proposed in early 1994 that the establishment of a modern enterprise system as the goal, through the adjustment and optimization of the internal organizational structure to construct the mother-child company system, to achieve the transition from the joint enterprise to the enterprise group; “Big and complete” to the specialization of division of labor and collaboration; from the production-oriented factory system to the development of the development and development of the company system; from centralized management to centralization - decentralized management changes; the formation of the group “economies of scale”, shares of “company ”System," specialized production, social collaboration, and diversified business structure.