论文部分内容阅读
升级目标的实施是促进企业医院专业指标完成的重要手段。两年来,我们根据鞍钢公司卫生处下达的本企业医院内部25项专业指标考核标准(见附表),结合本院实际,提出了“进二争一”和“保二争一”的奋斗目标(即1987年底进入鞍钢内部二级企业医院,争取达到一级企业医院;1988年底在保二级企业医院的基础上争取进入一级企业医院)。通过实行升级目标管理,我们取得了较好的效果。现将我们的做法及体会介绍如下:
The implementation of the upgrade goal is an important means to promote the professional indicators of the hospital. In the past two years, based on the assessment criteria of 25 professional indicators within the hospital issued by the Anshan Iron and Steel Co., Ltd.’s Department of Health (see attached table), combined with the actual conditions of the hospital, we have proposed the goals of “striving for two goals” and “guaranteeing two for one”. (At the end of 1987, it entered the internal secondary hospital of Anshan Iron and Steel Co., Ltd., and strived to achieve the level of enterprise hospitals; at the end of 1988, it sought to enter the first-class enterprise hospitals on the basis of protecting the second-tier enterprise hospitals). Through the implementation of upgrade management, we have achieved good results. Now we introduce our practices and experiences as follows: