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医院在实行总量控制、结构调整工作中,建立院领导小组,加强领导;完善管理机制,制定监控标准;抓准突破口,缩短住院日,降低医疗消耗;强化增收节支,加强成本投资、药品管理、“三产”管理、新技术开发应用,降低成本、增加收益。引发了医院内部管理的改革,使医、教、研同步发展,提高了效率与效益,促进了医院的建设与发展。
During the implementation of total control and structural adjustment, the hospital establishes a leading group for the hospital to strengthen leadership; perfects the management mechanism, formulates monitoring standards; grasps breakthrough points, shortens hospitalization days, and reduces medical consumption; strengthens income and cost savings, and strengthens cost investment and medicines Management, “three production” management, development and application of new technologies, reduce costs, increase profits. This led to the reform of the hospital’s internal management, which allowed the simultaneous development of the medical, teaching, and research institutes, improved the efficiency and efficiency, and promoted the construction and development of the hospital.