Third, the issue of seeking stability and quick development between stability and quickness is actually a matter of stability, reform, and development. This relationship should be based on stability and actively promote reforms in order to achieve the purpose of development. This is what is commonly said. Stability is the foundation, reform is the driving force, and development is the goal. To seek stability, it may lead to conservativeness, and may lose the opportunity for development. The result is a desire to stabilize against chaos; if the pace is too fast, it may be inadequately prepared. If the conditions are not ripe, it will rashly move and the result will be unsatisfactory. Stability and speed are relative, stability is long-term, and fast is staged. In the long river of stability, the speed is fast, seize the opportunity to make a quick decisive battle, go up one step, and then stabilize the pace of advancement, rest and sum up, and then take the opportunity to fight the second and the third quick battle to achieve leapfrog. development of. If it is stable or fast, it should be in line with the situation and be developed. That is to keep up with the times.
In the current critical period of corporate development, new difficulties and problems have been encountered. In particular, the dilemmas of some state-owned and old enterprises have intensified, the benefits are low, and they are difficult to implement. Only by making progress in a steady manner is the way out of business. The state-owned 523 factory is a three-line strategic printing factory built in the 1960s. It is 150 kilometers away from the provincial capital Xi'an. It is inconvenient for traffic, has poor information, high production costs, and has rapid personnel turnover. The difficulties in production and management are very great. However, over the past 30 years, the company has adhered to the development policy of making progress in a steady manner, and started from the basics, paid close attention to internal management, made every possible effort to improve the quality of the entire staff, continued to carry out technological innovation, and moved forward one year at a time to make the company continue to develop. . Since the reform and opening up, under the guidance of the development guideline of steady progress, they have seized the opportunity to make prudent decision-making, reduced avoidance and some mistakes in rapid progress, and improved the quality of rapid progress. The major economic and technical indicators such as output value sales and corporate taxation during the period of 595 were exponentially increased, achieving the goal of leapfrog development.
Practice has proved that the development trajectory of steady progress is a wavy curve, not a straight sloping line, that is, a time when the enterprise has difficulties in development and a period of adjustment, but development is the trend. Stability and quickness are dialectical and mutually reinforcing. They must not be separated from each other. Do not give stability to the hats that seek stability and fear of chaos, and don't give hats that quickly plunder the blindness. Do not arbitrarily stipulate stability in rapid development, and do not arbitrarily approve in the economic adjustment. Either fast or steady, as long as the actual development of the situation and its own accord is correct. Whether it is a large company or a small company, whether it is a state-run enterprise or a private enterprise, it is crucial to understand correctly and implement the development guideline of steady progress, and to firmly grasp the principle of stability and progress. The key is to talk about it.
Fourth, in the porridge less and more than a few adjustment structure publishing industry reform and opening up more than 20 years has made great achievements. The variety and quantity of publications ranged from scarcity to richness, which not only solved the difficulty of buying books, but also transformed the buyer's market. On the other hand, the development of the publishing industry has promoted the rise of the printing industry. The drive of economic interests and the inefficiency of macro-control have also contributed to the excessive growth in the number of printing industries. Although the government has stepped up efforts to control and improve quality in recent years, the scale of the printing industry is still large. Small-scale printing companies continue to breed; large and medium-sized printing companies continue to introduce advanced equipment; after joining the WTO, foreign capital has entered the printing industry. This makes our country's printing industry on the basis of the low level of excess production capacity, the contradiction of advanced productivity has emerged again. The excess of these two kinds of capabilities has gradually deepened the degree of marketization of buyers' printing services.
The book market was hot and cold, and it was generally sluggish. Sales and sales of nearly 80% of the book market were primary and secondary school textbooks. The overall capacity of Chinese readers is s. According to statistics, the current per capita book consumption in China is only about 20 to 30 percent in the country. Although this area has great potential, it is far away. According to the statistics of the General Administration of Press and Publication, the national book inventory in 1995-1998 increased by an average of 5 billion yuan each year. At the end of 1999, the national book inventory was 25 billion yuan. In 2001, the total amount of new book pricing in the country was 46.682 billion yuan. It can be said that inventory books account for more than 50% of the annual output of books. The emergence and development of new publications will also divert some of the traditional paper-based publications. In all these cases, the contradiction between less porridge and more flourish in the printing industry has become increasingly prominent.
Enterprises should face the reality, actively cope with it, and adjust the structure. For example, the famous Jielong Group in Pudong, Shanghai, started its business in 1973 with a starting price of RMB 1,000. Only six people have experienced more than 20 years of hard work. They have developed their printing, surpassed printing, and focused on one industry and many operations, and have adapted to market needs. The stock has gone to the city and the company has developed. Now it has become a large-scale private enterprise group with printing as the main industry, including industry, commerce, trade and real estate. The fixed assets amounted to 740 million yuan. In 2001, the total sales amounted to about 700 million yuan. . Structural adjustment must have a forward-looking vision, future changes in the means of publishing are fast, online publishing is rapidly expanding, publishers can use the Internet to discuss business in remote or exotic countries, sign contracts, and use satellites to remotely copy version, the factory directly ... ... In September 1998, it invested more than 2 million yuan to reconfigure the color desktop system and carried out technical upgrades, creating a precedent for remote printing of satellite and book printing companies using satellites. Another example is that a printing factory in Shanghai began producing magnetic cards for post and telecommunications systems a few years ago, and its output has reached more than half of the country's total volume. These product upgrades with technology upgrades have higher product added value and should be the dominant direction of structural adjustment.
On the issue of less porridge and more oysters, first of all to solve the problem of porridge, the problem of single varieties of porridge cannot be blindly killing. Those who want to kill can only be those who do not adapt to the market economy, have low productivity, have low efficiency and are not Companies that abide by market rules. In general, it is not appropriate to use administrative means to kill, but to follow the principle of market competition in the survival of the fittest.
V. Breakthrough in the blindness between the surplus of personnel and the lack of talent In the tide of new technology revolution, the knowledge economy has quietly come to us today, the competition is fiercer, and the focus and key of competition is the innovation of human resources. Printing companies are prosperous sunrise industries. They are high-tech knowledge-intensive information industries and require a large number of high-quality talents to develop. However, due to the prejudice and influence of traditional concepts, books and periodicals printing companies were regarded as labor-intensive enterprises and formed a situation in which the quality of workers and managers was generally low. According to statistics, in the mid-1990s, among the printed and fixed enterprises of China's national and national books and periodicals, there were 27,000 people with a college degree or above, and 7.5% of the total number of printing companies, while those with a bachelor's degree or above were estimated to be less than 3%. The situation of human resources in enterprises is even worse, which restricts the rapid development of printing companies. Although many companies have realized this and started to cultivate and absorb it, the situation has improved, but it is only a start, especially the proportion of high-quality talents that meet the needs of cross-century career development is too small to change the printing enterprise as a whole. Staff quality structure components. In addition, the concept of backwardness and incompatibility, high-quality personnel can not stay, the flow of talent is more common in other industries, companies do nothing. In addition, due to the development of the national economy and market sales that determine product production, the company’s production capacity is excessive, and the level of personnel surplus is getting worse. (To be continued)