發(fā)布時間：2018-06-09 04:29

  本文選題：醫(yī)院托管 + 受托醫(yī)院��； 參考：《護理學(xué)報》2016年22期

【摘要】：目的調(diào)查護理人員對醫(yī)院實施托管經(jīng)營的認(rèn)同度、面對的壓力和培訓(xùn)的需求,以護理培訓(xùn)為著手點,提升護士隊伍的護理理論與技術(shù)水平,提高臨床工作能力,為托管模式下的護理管理模式改革提供參考。方法采用自制問卷隨機抽樣,對受托醫(yī)院護理人員發(fā)放調(diào)查表85份,收回有效問卷79份,從對醫(yī)院托管的意愿、托管后的發(fā)展前景、托管后最擔(dān)心的問題、托管后最希望得到的培訓(xùn)、最想獲得的培訓(xùn)方式、最有效的培訓(xùn)方法、希望通過培訓(xùn)達到的目的、希望托管后帶來的變化及托管后的建議9個項目進行了調(diào)查。結(jié)果愿意托管的占96%,無所謂4%;對醫(yī)院托管后的發(fā)展前景100%有信心。托管后最擔(dān)心的問題,工作壓力大占80%,個人專業(yè)知識能力不足占67%。托管后最希望得到專業(yè)知識培訓(xùn)占97%。針對問題提出管理對策:從醫(yī)院文化及護理價值觀的傳遞與滲透;外派參加學(xué)習(xí),參加總的培訓(xùn)、查房及總院護士長、�？谱o士到分院培訓(xùn)、查房、會診等多形式的培訓(xùn),提升整個隊伍的專業(yè)能力;委派1名科護士長擔(dān)任托管理醫(yī)院護理部主任,完善相應(yīng)的規(guī)章制度,與總院同步推動護理管理項目,提升護理管理水平。受托管后,2015護理人員受表揚護士676人次,護理團隊的精神面貌、專業(yè)能力明顯提升,醫(yī)院環(huán)境明顯改善。結(jié)論通過總院管理、技術(shù)輸出,護理人員精神面貌、專業(yè)能力明顯提升;醫(yī)院還以人才培養(yǎng)為突破口,緊扣質(zhì)量建設(shè)和核心制度建設(shè),規(guī)范了托管醫(yī)院的護理管理工作,提升了托管醫(yī)院護理團隊的核心競爭力和職業(yè)成就感。
[Abstract]:Objective to investigate the degree of recognition, pressure and training of nursing staff to carry out trusteeship management in hospitals, and to improve the nursing theory and technical level of nurses and improve their clinical working ability by taking nursing training as the starting point. It provides a reference for the reform of nursing management mode under the trust mode. Methods A random sample of self-made questionnaires was used to distribute 85 questionnaires to nursing staff in entrusted hospitals and 79 valid questionnaires were collected from the wishes of hospital trusteeship, the prospect of development after trusteeship, and the most worried problems after trusteeship. The most desired training, the most desired training method, the most effective training method, hope to achieve the purpose through training, hope to bring changes after trusteeship and nine items of recommendations after trusteeship have been investigated. Results 96% were willing to trust, 4% had confidence in the future of hospital trusteeship. After the most worrying issues, work stress 80, personal professional skills is inadequate 67. After the trusteeship most want to get professional training accounts for 97. The management countermeasures are as follows: from the transmission and infiltration of hospital culture and nursing values, from sending out to study, attending general training, head nurses of ward rounds and general hospitals, specialized nurses to the training of branch hospitals, rounds of wards, consultation and other forms of training, etc. To promote the professional ability of the whole team, appoint a head nurse as the director of nursing department of the entrusted management hospital, perfect the corresponding rules and regulations, promote the nursing management project and raise the nursing management level simultaneously with the general hospital. In 2015, the nursing staff were praised for 676 nurses. The mental outlook, professional ability and hospital environment of the nursing team were improved significantly. Conclusion through general hospital management, technical output, mental outlook of nursing staff and professional ability, the hospital also takes talent training as the breakthrough point, closely links to the quality construction and core system construction, standardizes the nursing management work of the trusteeship hospital. It promotes the core competence and the sense of professional achievement of the nursing team in the trusteeship hospital.
【作者單位】： 佛山市第一人民醫(yī)院護理部;
【分類號】：R47
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本文編號：1998915