如何提高专家门诊的资源效应  

How to Improve the Resources Effect of Specialist Clinic

作　　者：刘广东[1] 徐红霞[1] 曹秀堂[1] 

机构地区：[1]中国人民解放军总医院,北京100853

出　　处：《中国卫生质量管理》2012年第5期41-43,共3页Chinese Health Quality Management

基　　金：中国医院协会医院管理研究课题资助(CHA-1-2010-010)

摘　　要：以某大型综合性医院专家门诊为例,指出专家门诊存在号源稀缺,计划外停诊,出诊科室与门诊部沟通不畅,患者认识误区等问题。提出了以下建议:落实专家团队接诊,完善同资历专家替诊制度,取消点名挂号方式,优化专家诊室管理,改进专家请假流程,加强对患者的引导等。Taking specialist clinics in a large general hospital as example, the study pointed out that specialist clinics had sev- eral problems, such as registration source scarce, the unplanned stop of clinic, poor communication between specialist department and outpatient department, patients misunderstanding, etc. Suggestions were put forward as following： implementation of the spe- cialist team; improvement of the system of same qualifications specialists for consultation; cancelation of the named registration ; op- timization of specialist clinic management; improvement of specialist leave process; and to strengthen the guidance for patients.

关 键 词：专家门诊 管理 问题 改进 

分 类 号：R197.32[医药卫生—卫生事业管理]