本文選題：臨床醫(yī)學(xué)研究所 + PI負(fù)責(zé)制��； 參考：《北京中醫(yī)藥大學(xué)》2015年碩士論文

【摘要】：背景與目的：Z臨床醫(yī)學(xué)研究所(簡(jiǎn)稱臨研所)經(jīng)過近30年的發(fā)展,在基礎(chǔ)醫(yī)學(xué)研究及基礎(chǔ)臨床相結(jié)合等方面為醫(yī)院的發(fā)展做出了巨大貢獻(xiàn),但在長(zhǎng)期發(fā)展中,也暴露出一些問題。近年來,在國(guó)內(nèi)外醫(yī)學(xué)研究快速發(fā)展和醫(yī)學(xué)研究模式發(fā)生轉(zhuǎn)變的大環(huán)境下,臨研所的發(fā)展受到所存問題的制約,迫切需要一場(chǎng)全面的改革。本研究以臨研所現(xiàn)存的戰(zhàn)略定位不明確、管理制度落后、績(jī)效管理體系不健全三個(gè)主要問題為切入點(diǎn),通過引入PI負(fù)責(zé)制和構(gòu)建戰(zhàn)略性績(jī)效管理體系,為臨研所設(shè)計(jì)一套科學(xué)的解決方案。方法：(1)運(yùn)用實(shí)地調(diào)查法,對(duì)北京市四家研究機(jī)構(gòu)的科研管理制度進(jìn)行調(diào)研,了解國(guó)內(nèi)PI制的實(shí)施情況,同時(shí),提煉四家研究機(jī)構(gòu)實(shí)施PI制的共性做法,為本研究制定PI制管理辦法提供參考；(2)采用集體訪談法和問卷調(diào)查法對(duì)臨研所進(jìn)行內(nèi)部調(diào)研,全面了解臨研所存在的問題及職工對(duì)臨研所改革的建議,為臨研所制定戰(zhàn)略規(guī)劃提供信息支持；(3)采用專家座談會(huì)的形式制定臨研所未來十年的發(fā)展戰(zhàn)略,指導(dǎo)臨研所戰(zhàn)略性績(jī)效管理體系的制定；待戰(zhàn)略性績(jī)效管理體系初稿形成后,再次以專家座談會(huì)的形式對(duì)其進(jìn)行修訂論證；結(jié)果：(1)本研究通過調(diào)研,整理形成了四份調(diào)研報(bào)告,從基本情況,實(shí)驗(yàn)室管理、科研項(xiàng)目管理、科研人員管理及績(jī)效考核四個(gè)方面對(duì)研究所的科研管理制度進(jìn)行全面介紹,從中總結(jié)出對(duì)臨研所改革的可借鑒之處;(2)通過內(nèi)部調(diào)研、SWOT分析和專家討論,形成了臨研所未來十年的戰(zhàn)略發(fā)展規(guī)劃。(3)通過研究團(tuán)隊(duì)討論和專家座談,設(shè)計(jì)了基于PI制的臨研所戰(zhàn)略性績(jī)效管理體系,包括PI制管理辦法,臨研所的戰(zhàn)略地圖,PI團(tuán)隊(duì)的戰(zhàn)略地圖和平衡計(jì)分卡,PI、科研人員、科研秘書的個(gè)人平衡計(jì)分卡及績(jī)效管理辦法。結(jié)論：PI制是國(guó)內(nèi)科研機(jī)構(gòu)管理的趨勢(shì),戰(zhàn)略性績(jī)效管理是績(jī)效管理理論發(fā)展的最新成果,可以幫助組織明確戰(zhàn)略,并將戰(zhàn)略與組織績(jī)效銜接,這兩種管理模式的引入可以有效解決臨研所現(xiàn)有問題,在實(shí)踐中也要注意與臨研所實(shí)際情況相結(jié)合。本研究是在理論層面進(jìn)行了設(shè)計(jì),是否有效還有待進(jìn)一步實(shí)證研究的檢驗(yàn)。
[Abstract]:Background and objective: after nearly 30 years of development, the Institute of Clinical Medicine of Z has made great contributions to the development of the hospital in the aspects of basic medical research and the combination of basic clinic and so on, but in the long-term development, Some problems have also been exposed. In recent years, with the rapid development of medical research at home and abroad and the change of medical research mode, the development of PARI is restricted by the existing problems, and a comprehensive reform is urgently needed. This research takes the three main problems, which are not clear strategic orientation, backward management system and imperfect performance management system, as the breakthrough point, through the introduction of Pi responsibility system and the construction of strategic performance management system. Design a set of scientific solutions for the Institute. Methods: using the field investigation method to investigate the scientific research management system of four research institutions in Beijing, to understand the implementation of Pi system in China, and at the same time, to refine the common practice of implementing Pi system in the four research institutions. To provide a reference for the establishment of Pi system management methods in this study. (2) to conduct internal investigation on the Institute by means of group interviews and questionnaires, and to understand the problems existing in the Institute and the suggestions made by the staff and workers on the reform of the Institute in an all-round way. To provide information support for the Institute in the formulation of its strategic plan. (3) to formulate the development strategy of the Institute for the next 10 years in the form of an expert forum to guide the development of the Institute's strategic performance management system; once the first draft of the strategic performance management system has been formed, Again, it was revised and demonstrated in the form of an expert forum; the results of this study were as follows: (1) through investigation, four research reports were formed, from the basic situation, laboratory management, and scientific research project management. This paper introduces the management system of scientific research in the institute from four aspects of scientific research personnel management and performance appraisal, and summarizes the reference points for the reform of the institute. (2) through internal investigation, SWOT analysis and expert discussion, The strategic development plan of the Institute for the next ten years is formed. Through research team discussions and expert discussions, the Institute's strategic performance management system based on Pi system is designed, including the Pi management method. Research Institute's strategic map Pi team's strategic map and balanced scorecard PI, research personnel, research secretary's personal balanced scorecard and performance management methods. Conclusion the system of "1: Pi" is the trend of the management of domestic scientific research institutions. Strategic performance management is the latest achievement of the development of performance management theory. It can help the organization to define the strategy and link up the strategy with the organizational performance. The introduction of these two management models can effectively solve the existing problems of the Institute, and should be combined with the actual situation of the Institute in practice. This study is designed at the theoretical level, and whether it is effective or not remains to be tested by further empirical research.
【學(xué)位授予單位】：北京中醫(yī)藥大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：R197.6;F272.92

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