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随着医疗改革向纵深发展,后勤改革已迫在眉睫。长期以来,医院后勤一直是计划经济体制下的集权管理体制和自我配套封闭式的供给福利服务模式,形成了“大锅饭”、“铁交椅”和懒、散、慢、松、拖的不良作风,后勤服务的高消耗、低效率,使卫生资源既不足又浪费。这种滞后的后勤管理体制和服务模式,已经成为制约医院改革发展的又一个“瓶颈”。因此,我们重点抓“内化”,加大后勤向社会化过渡的力度,收到了满意的效果。 1 改革措施 1.1 改革经营管理体制。实行所有权与经营权分离、集权与分权相结合的经营体制,强化全员经营意识,形成经营合力。组建精干、高效的医院后勤行政管理机构——医院后勤质量监控管理办公室,由后勤专业技术人员及管理人员组成,代表医院对后勤行使行
With the development of health care reforms in depth, logistics reform has become imminent. For a long time, the hospital logistics has always been a centralized management system under the planned economic system and a self-supporting closed-ended supply welfare service mode, forming the “big pot rice” and “iron chair” and the bad style of lazy, loose, slow, loose and protracted. The high consumption and inefficiency of logistics services make health resources both inadequate and wasteful. This lagging logistics management system and service model has become another “bottleneck” that restricts the development of hospital reform. Therefore, we have focused on “internalization” and increased the logistical transition to socialization. We have received satisfactory results. 1 Reform measures 1.1 Reform the management system. The operating system of separation of ownership and management rights, centralization and separation of powers was implemented, and the awareness of all employees was strengthened to form a business synergy. Establish a lean and efficient hospital logistics administrative agency, the Hospital Logistics Quality Monitoring and Management Office, consisting of professional logistics technicians and management personnel, representing the hospital’s implementation of logistics