论文部分内容阅读
建国以来,在医院实行经济管理这一问题上,大致可分为两个阶段:一是70年代末以前,医院一直是属于独家办、大锅饭、不核算,造成普遍存在看病难、住院难、手术难的现象。进入70年代末,80年代初期以来,以药品管理为突破口,各个医院都进行了各种形式的经济改革,而且在这些改革中,基本上都是突出了金额管理这一核心。这一办法,虽然能调动医务人员的积极性,缓解了住院难、看病难等供需矛盾,但同时又产生了“大处方”、“滥检查”等弊病。综合上述两个阶段的利弊,我们在院科二级核算,按科室收支结余提奖的基础上,逐步摸索了一套科室以工作量为主要指标的量化管理二次分配办法一一积分制管理。
Since the founding of the People’s Republic of China, the issue of economic management in hospitals can be roughly divided into two phases. First, before the end of the 1970s, hospitals have always been an exclusive office, a big pot of rice, and no accounting, resulting in the prevalence of medical care, hospitalization, and surgery. Difficult phenomenon. Since the end of the 1970s and the early 1980s, with pharmaceutical management as a breakthrough point, various hospitals have carried out various forms of economic reforms, and in these reforms, they have basically highlighted the core of value management. Although this method can mobilize the enthusiasm of medical personnel and alleviate the contradiction between supply and demand such as hospitalization and difficulty in seeing a doctor, at the same time, it has also produced such ills as “big prescription” and “indiscriminate inspection”. Based on the pros and cons of the above two stages, we calculated the second-level distribution method based on the department’s income and expenditure balance, and gradually explored a quantitative management secondary distribution method with a workload as the main indicator. management.