医院机关改革的探索与成效

从2000年7月起，医院结合自身的实际情况，以转变职能，理顺关系，精简机构，提高效率和加强管理为目的，对传统的医院机关管理体制进行了创新和改革。首先，进行职能界定，机构调整，人员精简以及实施机构改革；其次，实行公开招聘干部，建立考核评估体系，完善收入分配制度，实施干部人事制度改革，这一系列改革的内容包括以下几方面；一是制定切实可行的改革方案；二是设置精于高效的管理机构；三是编制科学合理的岗位设置；四是营造求真务实的改革氛围；五是规范招聘干部的操作程序；六是做好分流人员的思想工作，通过改革，形成一套新机制，制定一套新制度，建设一支好队伍。

Probe and Performance of Hospital Office Reform

The reform aimed at traditional hospital office management system has been implementing in term of the facts in our hospital from July 2000. The purposes of the reform are changing function, straightening out relationships, simplifying organization, improving efficiency and strengthening management. First step is to define function, adjust organizations, reduce staff, and implement organization reform. The next is to implement employing cadre in public, establish assessment system, perfect distribution system and implement cadre personnel system reform. The specific measures are as follows: (1) constituting feasible reform plan; (2) setting up small but high efficiency management organization; (3) setting up scientific and reasonable positions; (4) making reform atmosphere of seeking truth and being pragmatic; (5) standardizing procedure of employing cadre; and (6) doing well ideology politics work of persons who are dismissed from their former positions. Through the reform, a good management system is coming into being and a good team is formed.