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1988年,我们在做好以岗位责任制为中心的各项规章制度落实的基础上将原不适应工作的一个大业务科室分解成为门诊部、内科一病房、内科二病房、药剂科、检验科等五个科室,配齐中层干部,组成高效能的管理体系,以求实现对管理对象的科学管理。同时根据实际情况,制定了一个提高工作效率,激发职工积极性,加强经济管理的目标管理规划,这个目标规划包括总体目标及科室目标,召开职工大会讨论,职代会修改批准,包括工作任务指标、质量指标、经济指标及出勤率。
In 1988, based on the implementation of various rules and regulations centered on the post responsibility system, we divided a large business department that was not adapted to work into a clinic department, a ward for internal medicine, a second ward for internal medicine, a pharmacy department, and an experimental department. Five departments, including middle-level cadres, formed a high-performance management system to achieve scientific management of management objects. At the same time, according to the actual situation, a goal management plan has been formulated to increase work efficiency, motivate employees, and strengthen economic management. This goal plan includes overall objectives and departmental goals, holds staff meeting discussions, and the Staff Representative Conference modifies and approves, including work task indicators. Quality indicators, economic indicators and attendance rates.