医院药学部管理层AB角工作制的实践与思考  

Practice and thinking of AB working system in the management of pharmacy department of hospital

作　　者：何跃 许汝福 盛芳芳 张蓉 HE Yue;XU Rufu;SHENG Fangfang;ZHANG Rong(Dept.of Pharmacy,the Second Affiliated Hospital of Army Medical University,Chongqing 400037,China)

机构地区：[1]陆军军医大学第二附属医院药学部,重庆400037

出　　处：《中国药房》2023年第3期376-379,共4页China Pharmacy

基　　金：重庆市第二批临床药学重点专科建设项目(No.渝卫办发[2021]52号)。

摘　　要：目的 为提高药学部工作效率、促进药学部快速发展提供参考。方法 建立药学部管理层AB角工作制,制定任务分工与工作流程,对比分析AB角工作制实施前(2016-2020年)、实施后(2021年)B角响应时间、管理绩效、学科平台建设和科研成效等指标。结果 与实施前比较,实施后B角响应时间缩短至0.5 h,科室运行管理绩效加分由27.67分增长至73.00分,科研课题、SCI论文、学科建设经费均明显增多。结论 实施药学部管理层AB角工作制,可缩短响应时间,锻炼高素质的管理人才队伍,提升管理水平和工作效率,推进药学部的快速发展。OBJECTIVE To provide reference for improving work efficiency and promoting the rapid development of pharmacy department. METHODS AB working system was established in pharmacy department, and task division and working process were formulated. The response time of role B, management performance, the construction of discipline platform, scientific research achievements and other indexes were analyzed comparatively before(2016-2020) and after(2021) the implementation of AB working system. RESULTS Compared with before the implementation, the response time of role B was shortened to 0.5 h;the score of management performance was increased from 27.67 to 73.00;scientific research projects, SCI papers and discipline construction funds had increased significantly after the implementation. CONCLUSIONS The practice of AB working system should shorten the response time and be beneficial to build a high-quality management personnel, improve the management level and work efficiency, promote rapid development of pharmacy department.

关 键 词：药学部管理 AB角工作制 响应时间 绩效 

分 类 号：R952[医药卫生—药学]