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我院原为一所中等规模的县医院,病床260张,技术设备都十分落后。1983年组建地市级医院以来,我们坚持以深化医院改革为动力,不断提高医疗质量和技术水平,注重培养职工主人翁意识和责任感。适度地利用转股债券经营管理机制,实现以公有制为主导地位的“一院两制”格局,从而使医院注入了活力,增强了医院自我改造、自我发展能力。经过几年的努力,医
Our hospital was originally a medium-sized county hospital with 260 sickbeds. The technical equipment is very backward. Since the establishment of prefecture-level hospitals in 1983, we have persisted in deepening the reform of hospitals as a driving force, constantly improving the quality of medical care and the level of technology, and focusing on fostering employee ownership and sense of responsibility. Moderately using the convertible bonds management and management mechanism to achieve the “one house and two systems” pattern with public ownership as the dominant position, so that the hospital has injected vitality and enhanced the hospital’s ability to self-reform and self-development. After several years of hard work, the doctor