医院后勤社会化的管理模式与展望  

Socialized Support Services: Managerial Pattern and Perspectives

作　　者：诸葛立荣[1] 

机构地区：[1]上海第二医科大学附属仁济医院,上海市山东中路145号200001

出　　处：《中国医院》2001年第1期53-56,共4页Chinese Hospitals

摘　　要：从产生背景、实施途径、上海地区现行管理模式、今后展望四个方面对医院后勤社会化进行了论述。指出今后医院后勤社会化的模式大致为:医院后勤整体转制、剥离后成立的医院后勤服务中心或后勤服务公司,联合组建后勤服务集团,以专业化、集约化、企业化等形式,承担本地区或跨地区的医院后勤服务保障工作。组建后的医院后勤服务集团,可设立财务总监,分级管理,独立核算,自负盈亏。医院不再有直接领导权。只有股份。The socialization of hospital support services was discussed in four aspects: background, implementing approach,modern managerial pattern in Shanghai and perspective. It is suggested that socialized hospital support services may become a hospital support service center or service company, with the ownership changed and no longer dependent to the hospital. The centers or the companies will combined into group,serve for the local district or multiple districts in the forms of more specialized, intensive or enterprise oriented. In the group, there might have general financial supervisor, the administration might be decentralized with independent accounting system. The hospital will no longer be of authority to them even though own certain stock.

关 键 词：医院后勤社会化 医院后勤服务 联合 设立 上海地区 独立核算 管理模式 集团 组建 财务总监 

分 类 号：R197[医药卫生—卫生事业管理] F426[医药卫生—公共卫生与预防医学]