The practice of promoting discipline development based on the modernized management mode

doi:10.3877/cma.j.issn.2095-3224.2019.03.024

Chinese Journal of Colorectal Diseases(Electronic Edition) ›› 2019, Vol. 08 ›› Issue (03): 319-321. doi: 10.3877/cma.j.issn.2095-3224.2019.03.024

Special Issue: ；

• Medical Humanities and Management • Previous Articles Next Articles

The practice of promoting discipline development based on the modernized management mode

Yanfei Lin¹, Tinglin Qiu²^,^†()

^1. Admission Departments, National Cancer Center/National Clinical Research Center for Cancer/Cancer Hospital, Chinese Academy of Medical Sciences and Peking Union Medical College, Beijing 100021, China
^2. Medical Department, National Cancer Center/National Clinical Research Center for Cancer/Cancer Hospital, Chinese Academy of Medical Sciences and Peking Union Medical College, Beijing 100021, China

Received:2019-01-02 Online:2019-06-25 Published:2019-06-25
Contact: Tinglin Qiu
About author:
Corresponding author: Qiu Tinglin, Email: qtl007@126.com

Abstract

Abstract:

To explore the role of modernized management mode of clinical departments in promoting the development of discipline construction. In order to deeply analyze the connotation of modernized management of colorectal surgery in cancer hospital and its impact in promoting the discipline development. Modernized management of clinical departments benefits the high efficiency and quality of medical work, as well as the promotion of scientific research and teaching resource sharing. Modernized management of clinical departments is an important means to achieve standardized, real-time and refined management, and to promote discipline development.

Key words: Colon, Colorectal neoplasms, Clinical departments, Modernized management, Discipline development

Yanfei Lin, Tinglin Qiu. The practice of promoting discipline development based on the modernized management mode[J]. Chinese Journal of Colorectal Diseases(Electronic Edition), 2019, 08(03): 319-321.

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具体分工	管理指标
科室主任/副主任	全科总指标
病区主任	各病区总指标
医师1	平均住院日
医师2	床位使用率
医师3	药占比
医师4	抗生素合理使用
医师5	微生物送检率
医师6	感染漏报率
医师7	门诊出诊预约率/复诊预约率
医师8	门诊量
医师9	手术量
医师10	运行病历完成情况
医师11	临床路径入径率/完成率
医师12	医保拒付率
医师13	非计划二次手术
医师14	早交班/综合查房到岗
护士长	不良事件上报

具体分工	管理指标
科室主任/副主任	全科总指标
病区主任	各病区总指标
医师1	平均住院日
医师2	床位使用率
医师3	药占比
医师4	抗生素合理使用
医师5	微生物送检率
医师6	感染漏报率
医师7	门诊出诊预约率/复诊预约率
医师8	门诊量
医师9	手术量
医师10	运行病历完成情况
医师11	临床路径入径率/完成率
医师12	医保拒付率
医师13	非计划二次手术
医师14	早交班/综合查房到岗
护士长	不良事件上报

年度	门诊量（人次）	手术量（台次）	平均住院日（天）	床位使用率（%）	药占比（%）
2016	13 412	1 329	14.24	98.59	38.58
2017	12 984	2 066	14.08	99.38	32.69
2018	35 053	2 454	12.39	99.57	26.95

年度	门诊量（人次）	手术量（台次）	平均住院日（天）	床位使用率（%）	药占比（%）
2016	13 412	1 329	14.24	98.59	38.58
2017	12 984	2 066	14.08	99.38	32.69
2018	35 053	2 454	12.39	99.57	26.95

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