医院科研管理人员综合能力的培养

就医院对科研管理人员综合能力培养问题，从科研管理人员职业素养、专业知识、政策解读能力及沟通协调能力4个方面的能力培养进行了探讨。     

医院管理人员培训问题的思考

我国医药卫生体制改革及医院管理的发展新趋势,对医院管理人员的素质水平和职业化程度提出了更高的要求.由于目前我国医院管理人员的培训尚未进入规范化轨道,致使现行的医院管理队伍无法满足现代医院管理的实践性与创新性要求.因此,加强医院管理人员培训,树立素质学习、科学学习及终身学习的理念,提高管理人员卫生政策研究分析能力及解决实际问题的综合能力,成为医院事业发展中亟待解决的关键问题.本文探讨了医院管理人员培训的必要性,分析了医院管理人员培训现状与存在的问题,提出了规范医院管理人员培训的建议.     

第13期医院管理人员能力建设培训班在京举办

本刊讯6月14～17日,由北京卫生人才培训中心主办的第13期医院管理人员能力建设培训班在北京大学光华管理学院举办。医院管理人员能力建设培训班旨在加强医院管理人员的管理能力建设,搭建医院中层管理人员与专家、同行沟通与交流的平台。本期培训班围绕医院管理经济学、管理沟通与团队建设、非财务人员的财务管理、战略思维与战略实施及卫生相关政策解析     

医院科研管理人员综合素质的培养

科研管理人员是执行科研管理的主体,科研管理人员的综合素质是影响医院科研发展的重要因素。医院科研管理人员应具备的综合素质包括：主动服务意识和奉献精神;科研管理知识和专业知识;组织协调能力和信息敏感性;熟悉科技政策方针和相关法律法规;创新意识、创新思维和创新能力等。提高医院科研管理人员综合素质的途径有：加强职业道德教育;加强学习交流;合理使用人才;完善激励制度等。     

加强医院行政管理队伍建设的实践和思考

随着医院的发展,人才的培养和竞争问题凸显.医院人才不仅指临床医疗科研人员,还包括行政管理人员,他们为临床工作提供基础保障、服务,为医院政策的执行搭建基础平台.行政科室承担着沟通上下、协调左右、联系内外和参谋辅助等重要职能,从而确保医院行政业务目标的实现.医院行政管理人员的素质、能力和工作状态直接决定了医院的管理水平.因此,对医院行政管理人员的培养和队伍的建设便成为医院日常管理的重要方面.     

卫生事业管理专业应用型人才培养知识与能力结构现状调查

目的:了解卫生事业管理专业应用型人才培养的知识和能力结构现状,以期对培养方案的优化有所裨益.方法:通过自行设计的问卷展开调查,利用Excel和SPSS 13.0对数据进行统计分析.结果:专家、学生、医院三方都十分重视管理学知识和医学知识;学生、专家对课程结构设置的满意度都不高;学生、专家、医院对组织管理、沟通能力的重视程度最高,管理创新能力,分析决策能力等重视不够.结论:重视管理理论学习,合理设置课程;实践理论相结合,全面提升能力;打造见习平台,构建交流桥梁;落实准入制度,强化政策支撑.     

提高医院科研管理人员的综合素质 增强科研管理服务水平

科研管理人员是执行科研管理职能的主体,科研管理人员的综合素质可以影响医院的科研管理水平.只有提高医院科研管理人员的综合素质,才能增强医院科研管理的服务水平,提高医院整体的科研水平.医院科研管理人员的综合素质应该包括:丰畜的科研管理知识和一定的专业知识;熟悉科技法规和政策以及涉及医学研究的特殊规章制度;娴熟的组织协调能力;敏感的信息获取和分析能力;有为临床科研主动服务的意识.     

浅谈人性化管理在现代护理管理中的应用

护理管理工作的质量直接影响着医院的整体竞争实力,但是医院管理人员受传统观念的影响,对护理管理工作的重视程度还不够,这不仅难以从根本上提升医院护理工作的质量,甚至还有可能导致优秀护理工作人员的流失,为了使护理工作得到更好的发展,医院管理人员必须对护理管理工作的重要性要有足够的重视。因此,探讨现代护理管理中的人性化管理具有重要的现实意义。本文主要分析现阶段我国护理管理工作存在的问题,并根据具体问题分析了人性化管理在现代护理管理中的应用。     

浅谈人性化管理在现代护理管理中的应用

护理管理工作的质量直接影响着医院的整体竞争实力,但是医院管理人员受传统观念的影响,对护理管理工作的重视程度还不够,这不仅难以从根本上提升医院护理工作的质量,甚至还有可能导致优秀护理工作人员的流失,为了使护理工作得到更好的发展,医院管理人员必须对护理管理工作的重要性要有足够的重视。因此,探讨现代护理管理中的人性化管理具有重要的现实意义。本文主要分析现阶段我国护理管理工作存在的问题,并根据具体问题分析了人性化管理在现代护理管理中的应用。     

中小学学生身心健康管理的困难及对策的研究

目的:了解中小学校对学生身心健康管理中的困难,探讨解决的办法.方法:采用分层随机抽样的方法,分别抽取中小学1580位学生、338住教师和132位管理人员进行问卷调查.结果:教师与管理人员对学生身心健康管理重要性认识程度较高;中小学校缺乏学生身心健康管理和教育专业人士;管理人员和教师健康管理和教育专业知识缺乏,没有系统学习机会;家长和学校、教师有时互相协调不够;有些社会因素影响学生,而管理人员和教师没有能力来改变.结论:中小学中适当增加具有医学背景的教职工,强化健康管理和教育工作;强化所有教育工作者健康管理基本知识,提高发现和预防学生身心痰病的能力;实现社会-学校-家庭"三位一体"网络工程,增强综合管理能力.     

天津开发区餐饮服务单位食品安全管理员现状调查

目的了解天津开发区餐饮业食品安全管理员的一般情况和卫生行为,以及食品安全知识的期望获得途径,为以后更好的对食品安全管理员进行培训及管理提供参考。方法在开发区随机抽取134家餐饮业,对其食品安全管理员进行问卷调查。结果食品安全管理员以男性为主(67.4%);平均年龄为33.7±8.67岁;食品行业工作年限两年及以上的占80.3%;学历以高中(中专)为主(40.2%),高中(中专)及以上占总人数的69.7%;按学历分组,各组的卫生行为平均得分总体存在差异(F=3.866,P0.01);大、中、小型餐饮服务业专兼职食品安全管理员的构成不一致(χ2=8.124,P0.05),大型餐饮业中专职食品安全管理员构成比为61.5%;主要期望的知识获得途径为培训讲座60人次、网络41人次、科普宣传材料38人次,全年培训时间40 h及以上的仅为14.4%。结论应进一步明确和细化食品安全管理员准入标准,提高全社会对食品安全管理岗位的认识,以多次、多种形式进行培训,从而使食品安全管理员获得更多知识,减少食品安全事故发生。     

企业管理人员工作压力量表的编制及应用

目的根据企业管理人员在企业发展中的特殊地位和可能存在的压力及其影响因素确定其工作压力源，并对不同个人背景的工作压力源进行比较，找出其差异特征。方法使用自编企业管理人员工作压力量表对天津市内8个企业的146名高层、中层和基层管理者进行测试。结果①企业管理人员工作压力量表包含3个维度：工作负荷、职场氛围、职场人际关系，该量表信效度良好，符合心理测量学的要求。②单因素分析表明，企业管理人员在年龄、不同年龄段的工作年限、学历、单位性质的人口统计学变量上存在着不同的差异。③多元回归分析表明，单位性质、工作年限、年龄、学历4个变量，对企业管理人员工作压力各维度及总体压力有不同程度的影响。结论企业管理人员的工作压力主要来源于工作负荷量、职场氛围、人际关系的困扰；在不同单位性质、工作年限等个人背景上，其工作压力存在着差异；单位性质、工作年限、年龄、学历是影响企业管理人员工作压力的主要影响因素。     

Ethical issues faced by clinician/managers in resource-allocation decisions

This article explores the ethical issues faced by clinicians with management responsibilities (clinician/managers) when making decisions related to resource allocation and utilization at a Canadian teaching hospital. Using a focus group method, 28 individuals participated in four homogeneous groups that included nurse managers, managers from other professional groups, and physician managers. Ethical issues that recurred throughout the discussions included fairness, concern with preventing harm, consumer/patient choice, balancing needs of different groups of patients, conflict between financial incentives and patient needs, and professional autonomy. The particular issue of conflict is analyzed from two perspectives--a theory of professional-bureaucratic roles and of obligation--that illustrate how both management and philosophical issues are related. The findings suggest that decentralizing resource allocation and utilization decisions does raise ethical issues for clinician/managers and that a better understanding of these issues can be obtained using an interdisciplinary perspective.     

某市职业卫生管理人员职业病防治知-信-行相关性分析

目的 了解职业卫生管理人员职业病防治知识、态度和行为得分情况以及三者之间的相关性, 探讨职业健康教育对职业病防治工作的重要性。
方法 采用整群抽样的方法选取某市某区882名职业卫生管理人员进行线上调查, 对数据进行统计学分析。
结果 文化程度不同的管理人员在知识、态度、行为以及总分4个方面的得分差异均有统计学意义(P < 0.05), 且文化程度越高, 其得分也越高。不同年龄、性别、工龄、月收入的管理人员仅表现出部分得分的差异有统计学意义(P < 0.05), 在有差异的项目中, 均以年龄小者、男性、月收入低者、工龄短者较低。PPE选择正确组的职业卫生知识得分高于选择错误组(P < 0.01)。职业卫生管理人员的知识、态度和行为三者得分间均有弱的正相关关系(r_s=0.14~0.25, P < 0.01)。被调查的管理人员中喜欢以听专家讲座的形式来获得职业卫生知识的最多, 达54.88%。
结论 性别、年龄、月收入、工龄, 尤其是文化程度, 对管理人员的知-信-行得分均有一定的影响。职业卫生管理人员足够的职业病防治知识基础、积极的态度和恰当的行为之间存在一定的相互关系。
     

Perception of risk: a study of A&E nurses and NHS managers

This exploratory study investigates perceptions of two groups of NHS staff, of a range of risks, topical and relevant to accident and emergency (A&E). Literature suggests that the effectiveness of a risk management strategy is lessened if staff exposed to risk, and managers, have different perceptions of the nature and severity of the risk. A self-administered questionnaire was distributed to registered A&E nurses and to Trust managers at directorate level and above, working in five large inner-city NHS Trusts. Managers and nurses were asked to quantify their perceptions of nine defined adverse events. They were also asked to identify the jobholder with day-to-day responsibility for managing four specific risks. Completed forms were obtained from 38 per cent of managers and nurses. Results showed broadly that managers tended to quantify risks of violence and stress to A&E nurses less highly than did nurses. By contrast, they tended to quantify risks to patients more highly than did nurses. Overall, a coherent pattern of difference in risk perception between the two groups was identified. It is argued that identification of differences of perception is an essential part of the risk management process. Illustrations are given of ways in which these differences can undermine the effectiveness of a risk management strategy.     

Restructuring with the middle-management advantage

The strategic roles enabling conditions and intermediate outcomes of middle managers during a period of organizational restructuring were examined, with focus on developing an understanding of how senior management can best enable middle managers to achieve radical change. The case method was used, and data were collected from interviews with both middle and senior managers. Results revealed considerable differences between executives and middle managers with regard to middle management's strategic roles, enabling conditions and outcomes. Findings suggest that the 2 groups have different perceptions on how best to support middle management in strategic roles, especially during a crisis. Senior managers felt that middle managers required much explanation and guidance concerning the restructuring effort, viewing middle managers as primarily implementers. Middle managers viewed themselves in a more active role as providers of information necessary in guiding the restructuring decisions. In the area of intermediate outcomes, senior managers emphasized gaining consensus from middle managers to support implementation, but middle managers valued the outcome of securing agency over their own work to act in the best interests of the organization. Thus, middle managers can add value during a time of restructuring by matching strategic roles, enabling conditions and intermediate outcomes with the requirements of the strategic change.     

太原市三级甲等医院护士心理资本的现状调查

目的：调查太原市三级甲等医院护士心理资本现状。方法：采用一般资料调查表、心理资本问卷中文修订版对太原市五所三级甲等医院的645名护士进行问卷调查。结果：心理资本各条目均分（4．11±0．75）分;四个维度得分由高到低依次为自我效能（4．43±0．82）分。韧性（4．10±0．92）分,乐观（4．05±1．10）分,希望（3．83±0．92）分。不同年龄、婚姻状况、护龄、职务、职称、用工形式及学历的护士在心理资本的得分上差异有统计学意义（P〈0．05）。30—39岁,护龄在6～14年的护士,以及聘用护士的心理水平较低。结论：护士心理资本水平处于中等偏上水平,建议医院管理者重视护士心理资本的管理与开发。     

Motivational patterns of management team members in a large hospital

Management teams have been introduced as a means of solving conflicts and providing highly required co-ordination between professional groups, sub-units and their individual leaders in large, complex organizations such as hospitals. This study examines the motivational patterns of the three members of management teams of four clinical departments at a large university hospital. A strong professionalism was the dominant motivational orientation of all nurse managers (nursing directors of the clinics) and to a great extent also of the physician managers (head physicians of the clinics). The business managers' dominant motivational pattern was hierarchy in two out of the four teams, and professionalism in two teams. The respective comparison groups had rather similar motivational patterns in common with their leaders: ordinary physicians and nurses had a professional and administrative staff hierarchic orientation. The comparison group of mid-level managers from private firms was also hierarchically oriented, although task orientation was also often high in their motivational pattern. The results are consistent with the educational background and differences in the tasks of the groups studied. The role of different professional cultures in determining and designing efficiently functioning management teams is an important task for further research.     

Results of the 1993 survey of the healthcare materiel management and central service professions

Our 1993 professional survey showed materiel managers gearing for change, as they expect to see their ranks decrease in number but gain influence. Central service managers seem to be warily watching CS contract services. Salaries increased more for materiel managers than CS managers, though both showed some losses in some regions. Bed size again had a direct bearing on compensation, and those who made more tended to have more benefits. Benefits were lost by 14 percent of materiel managers and 21 percent of CS managers. Few of either group changed jobs. Materiel managers again reported in the largest numbers to finance and CS to materiel management, though this reporting structure seems to be weakening. Education gains were up for both groups, and membership to one or more associations was high for both groups. Materiel managers seem more satisfied with their jobs than they did last year, but CS managers seem decidely less satisfied.     

The hierarchy of work pursuits of public health managers.

How public health is managed in various settings is an important but under-examined issue. We examine themes in the management literature, contextualize issues facing public health managers and investigate the relative importance placed on their various work pursuits using a 14-activity management model empirically derived from studies of clinician-managers in hospitals. Ethnographic case studies of 10 managers in nine diverse public health settings were conducted. The case study accounts of managers' activities were content analysed, and substantive words encapsulating their work were categorized using the model. Managerial activities of the nine public health managers were ranked according to the number of words describing each activity. Kendall's coefficient of concordance yielded W = 0.710, P < 0.000, revealing significant similarity between the activity patterns of the public health managers. A rank order correlation between the activity patterns of the average ranks for the public health sample and for the hospital clinician-managers (n = 52) was R = 0.420, P = 0.131, indicating no significant relationship between relative activity priorities of the two groups. Public health managers put less emphasis on pursuits associated with structure, hierarchy and education, and more on external relations and decision-making. The model of hospital clinician-managers' managerial activities is applicable to public health managers while identifying differences in the way the two groups manage. The findings suggest that public health management work is more managerialist than previously thought.