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上海建工医院自 1994年年末开始转换经营机制 ,变“贴补型”管理为“经营型”管理 ,使医院的工作有了长足的进步。医院在转制过程中主要抓了四项工作 :1.观念更新 :由计划经济向市场经济转换。 2 .实行二级管理 ,推行科主任责任制。 3.制订准成本核算后的奖励方案。 4 .根据市场需求及疾病谱改变 ,调整减少床位 ,降低成本。转制后 ,综合效益明显 :业务工作量上升 ;职工收益增加 ,积极性提高 ;精神文明增强 ;医院收支平衡 ,略有结余
Shanghai Construction Engineering Hospital began to change its operating mechanism from the end of 1994, and changed the “subsidized type” management to “operating type” management so that the hospital’s work has made considerable progress. In the process of transformation, the hospital mainly engaged in four tasks: 1. Concept renewal: Transformation from planned economy to market economy. 2. Implement secondary management and implement the responsibility system of director. 3. Develop a quasi-cost accounting incentive plan. 4. According to the changes in market demand and disease spectrum, adjust the reduction of beds and reduce costs. After the transformation, the comprehensive benefits are obvious: the workload of the business increases; the income of staff and workers increases, the enthusiasm increases; the spiritual civilization increases; the balance of hospital revenue and expenditure has a slight balance