论文部分内容阅读
在改革、开放、搞活的浪潮中,各级医院已经或正在实行以院长负责制为主体的改革。院级领导班子普遍精简了,强化了。出现了生机盎然的局面。但是,以往一些医院的领导班子存在“一年新,二年松,三年跨”或“开头热,中间闹、最后散”的现象,实在令人深思,教训是深刻的。究其原因,主要是对医院班子重“搭”轻“建”。忽视了抓群体优化工作。下面,试以社会学原理,谈谈医院领导班子群体优化的几个问题。
In the wave of reforms, opening up, and invigoration, hospitals at all levels have already or are implementing reforms with the chief responsibility system as the main body. The leadership team at the school level is generally streamlined and strengthened. There has been a vibrant situation. However, in the past, the leadership of some hospitals had the phenomenon of “a year of new, two years of loose, three years of cross-over” or “hot at the beginning, middle of troubles, and finally scattered”. It was really profound thinking and the lesson was profound. The reason for this is mainly the heavy emphasis on the construction of hospital teams. Ignored the group optimization work. Next, try to discuss several problems in the optimization of hospital leadership groups based on sociological principles.