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我科从1995年上半年开始,进行内部管理体制改革,现将做法及体会介绍如下: 1 基本举措 1.1 取消临床检验室,将其分为四组 血液组:门诊及病房血常规、血液流变、血细胞、出凝血实验合并于一组;生化组:血液生化、体液生化及常规(包括胸腹水、尿、脑脊液常规等);细菌血清组:细菌及血清、大便常规、PCR室、生殖医学室、血库等;免疫组:放射免疫分析、酶标、荧光免疫分析等。 1.2 实行科主任领导下的行政组长或专业室主管负责制 在科主任全面负责下,各组设一名行政组长,根据实际情况,每组设1～2名专业室主管。 各专业组实行定岗定位,无特殊情况组间不大轮转,组内部分轮转,大型贵重仪器每岗配备2人,每人1周常日班轮转;对新分配的大轮转1年,重点掌握急诊
Our department started the reform of internal management system from the first half of 1995. Now we introduce the practices and experiences as follows: 1 Basic measures 1.1 Cancel the clinical laboratory and divide it into four blood groups: outpatient and ward blood routine and hemorheology Blood cells and blood coagulation experiments were combined in one group; Biochemistry group: Blood biochemistry, body fluid biochemistry and routine (including pleural effusion, urine, cerebrospinal fluid routine, etc.); Bacterial serum group: bacteria and serum, stool routine, PCR room, reproductive medicine room , blood bank, etc.; immunization group: radioimmunoassay, enzyme labeling, fluorescence immunoassay, etc. 1.2 Execution of the Chief of the Administrative Division or the Profession Room Chief under the leadership of the Section Chief Responsibility system Under the overall responsibility of the Chief of the Section, each group shall have an administrative team leader. According to the actual situation, there shall be 1 to 2 professional room managers in each group. Each professional group implements fixed positioning, no special circumstances, there is not a big rotation between groups, the group part of the rotation, large valuable equipment equipped with 2 people per post, each person 1 week of regular shift; the new assignment of a big rotation of 1 year, focus on mastering Emergency