1982年以前,我院是石嘴山市和自治区卫生系统有名的“老大难”单位。由于自身管理混乱,上级部门长达13年没有投资和行政拨款,医院脏、乱、差问题十分突出。10多年来,我们结合医院实际,努力探索一套以经营管理为龙头、质量效益为主体的经营管理机制,收到了一定的效果。 1982～1984年,我们狠抓基础管理,调整了领导班子,建立健全了各项规章制度和操作规程,明确了各级各类工作人员职责,在奖金分配上实行了“总额不突破、科室不拉平、个人有升降”的管理办法,使劳动纪律有了根本好转。1983年实行计划管理和“五订一奖”岗位经济责任制,对全院 Before 1982, our institute was the famous “oldest” unit in Shizuishan City and the autonomous region’s health system. Due to the chaos of its own management, the upper authorities have not invested and allocated administrative funds for 13 years. The problem of dirty, disordered and poor hospitals is very prominent. For more than 10 years, we have worked hard to explore a set of business management mechanisms with business management as the mainstay and quality and efficiency as the mainstay. We have achieved certain results. From 1982 to 1984, we paid close attention to basic management, adjusted the leadership team, established and perfected various rules and regulations and operating procedures, clarified the responsibilities of various types of staff at all levels, and implemented a “total breakthrough, no divisions” in bonus distribution. The management methods of leveling and personal lifting have brought about a fundamental improvement in labor discipline. In 1983, the program management and “five-one-prize” post economic responsibility system was implemented.