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医院分级管理工作作为一项宏观管理体制,已经列入了我国卫生改革发展纲要和“八五”计划,正在引起各级卫生部门和医院管理工作者的高度重视并付诸实施。“达标上等”活动作为一项综合性很强的系统工程,必然会遇到各种新情况、新问题和新矛盾,需要医院管理工作者去认真地加以研究、探索和解决,并在实践中总结经验,逐步提高。联系我院开展“达标上等”活动的实际,并综合吸取一些地方的成功经验,本文着重围绕深入开展医院创文明上等级这个中心内容,就如何正确认识和处理“达标上等”活动的“难度、高度、广度、深度、力度、强度”等六个方面的问题,发表一点肤浅的意见,敬请诸位同道批评指正。
As a macro-management system, hospital classification management has been included in the outline of China’s health reform and the “8th Five-Year Plan”. It is causing the attention of health departments and hospital administrators at all levels and put them into practice. As a highly integrated system project, the “Achievement of Excellence” activity will inevitably encounter various new situations, new problems and new contradictions. Hospital management workers are required to seriously study, explore and solve, and practice in practice. The lessons learned are gradually improved. Contact our institute to carry out the practice of “reaching the standard” and comprehensively absorb the successful experiences of some localities. This article focuses on the in-depth development of the center of the hospital to create a level of civilization, on how to correctly understand and handle the “reaching the standard” activities. Problems such as difficulty, height, breadth, depth, intensity, and strength etc. We expressed some superficial opinions, and I urge all of you to criticize and correct me.