Department directors must remember one truth: under the sun, no one wants to be dominated and controlled. It is very likely that you are the head of the department, and others (especially those with similar age and qualifications) are your subordinates. Doesn't mean you are much better than others. Maybe you are not as good as others in many places. So don't be cocky, be modest and respect others, especially doctors with similar qualifications, otherwise no one will really convince you.

Arrest people.

The bigger the department, the more difficult it is to manage, but it does not mean that the management is not good. The key is to pay special attention to people. Don't do everything yourself, give full play to the role of deputy director, head nurse and backbone, and implement it layer by layer, so that the policies of superiors and your intentions can be well implemented. In department management, a large part of the supervisor's job is to try to keep everything in a proper balance. Therefore, don't be too kind to the people in the department, and divide the junior doctors and nurses into three grades, or you will give yourself problems. In short, as a department director, it is not enough to have superb medical technology. We should put the communication within the same department, between departments, between scientific research institutes and between doctors and patients in an important position.

Pipeline detail drawing

The director of the department is the lowest level manager, so the management of the department should be reflected in the details, and the work concept of "meticulous" should be highlighted. The leaders of the hospital pay attention to major events, and the director of the department is in charge of details, which determines success or failure. If a department head can't even explain several key figures of his department after one year, it is very inappropriate.

lead by example

"Self-righteous, no orders; If you are not right, you will not follow. " People are inevitably selfish, and it is understandable to use the position of department director occasionally to facilitate themselves, but don't be too selfish. If the selfishness is heavy, the speech will not be infectious; The more beautiful you say, the more people will stab you in the back, and even some people will deliberately expose your shortcomings in public. The year-end appraisal of Corey is advanced, but it is generally only one year, so don't follow the votes completely, otherwise your department director may be advanced year by year, because the votes given to others by employees are scattered and the votes given to you are relatively concentrated. If you shoot it year after year, you will become a polished director.

Create happiness

How to make all members of the department work, study and live happily is the most important thing. Department directors should try their best to create happiness in the department and cultivate a "caring" culture. The dean of the department is also a teacher and a friend. Don't think that all work is management. After work, department directors and department members get together on rest days and travel together, which can not only relax their mood, cultivate their sentiments, but also enhance mutual understanding, make their feelings harmonious and cultivate good interpersonal relationships.

Cultivate experts

The director should put discipline construction in an important position. If the discipline construction fails, all the work of the director will fail. Department directors in big hospitals should train a large number of experts with excellent skills in departments, not a large number of sages who can do everything a little. Therefore, the director of the department should try his best to make senior doctors become experts in a certain field through a lot of repeated training. If 500 cases of gallbladder surgery in general surgery are given to all general surgeons every year, each person will have 10 or 20 cases a year. But if we concentrate on two or three people to do it, the effect of training hundreds of cases will be very different from that of doing only one or twenty cases.

Don't compare your strengths with others' weaknesses.

When pointing out the shortcomings of others, don't always compare your own advantages. For example, "You only write one article a year, and I write three articles a year." This not only hurts the self-esteem of junior doctors, but also seems to be flaunting themselves. Department directors should always remember the advantages of others, sincerely forgive their shortcomings, actively use their strengths and be good at inspiring others, so as to create a harmonious environment around them.

Try to solve the contradiction by yourself.

There are problems in Corey, especially when employees have contradictions and misunderstandings about your department director. If you can handle and solve it yourself, you must handle and solve it yourself. Don't always put problems and contradictions on the leadership. Criticizing your subordinates in front of the leader will not only cause trouble to the superiors, but also expand the situation and make the subordinates have a deeper misunderstanding and even dislike you. You know, other departments can live in harmony, and even if there are contradictions, they can eliminate them themselves. As far as you are concerned, Cory always has an accident. Once something happens, make a fuss, and it will always be solved by the leader. What does this mean except that the director of this department is incompetent? (The author is the First Affiliated Hospital of Nanchang University) (Excerpted from Health News)

How to be a good director of hospital departments

To improve hospital work, it is necessary to do a good job in department work and mobilize the enthusiasm of everyone in the hospital. The working methods and self-requirements of department directors are the key to do a good job in the department. This article talks about several views on this issue.

(a) selfless, caring for the collective, caring for others.

Department directors have certain powers and obligations. When a person is a department director, he will certainly use his power to serve himself, such as going out for meetings, determining scientific research projects, bonus distribution or financial problems. Therefore, the director of the department must first be selfless and be fair and honest in dealing with people. Only criticizing other people in the department can be convincing. A lot of work done by department heads is invisible to others. No one can count how many times the director of Zhongke works overtime a year. No matter how many people there are, a department is a collective. The department has many activities in the hospital, such as entertainment, patriotic health and so on. It reflects the collective strength, wisdom and honor of a department. Department directors should care about these tasks and do them well. Department employees always have such and such problems, and department directors should care about them and give them help. Especially the promotion of professional titles, salary increase, housing solution, going out for meetings, further study, writing scientific research papers, talking about friends, etc. The director of the department should create conditions for everyone. If it can't be solved, it is necessary to analyze the reasons and do a good job in ideological work.

In the work arrangement of the department, the director of the department should bear hardships first, then enjoy them, and take the lead in doing things that are unknown and unprofitable.

(2) The director of the work ability section should have certain work ability, including administrative ability, professional ability, communication ability, appeal, organization ability, language expression ability, writing expression ability, etc.

The director's ability is almost everyone's. Exercise is very important. First you are willing to think, then you are willing to do and contribute. Constantly sum up experience and improve, and it will be better to be a director for several years.

(3) Enterprising spirit Business department heads have their own professional contents. The department director should have certain achievements in business. This will be beneficial to the medical, teaching and scientific research work of undergraduate departments. The director of the department has a lot of administrative work, so it is difficult to find time to read books at work. After work, you should work harder, read relevant literary magazines and reference books, and understand the market and latest information of professional development. Lead general practitioners to carry out new projects.

(4) Responsibility is important in medical teaching and scientific research, but it is more important to reduce medical disputes and put an end to medical accidents; No electricity, gas or water accidents, no theft. In addition to the clear responsibilities of each post, the director of the department should also have a strong sense of responsibility. Always look carefully, ask more questions and check more, and serious mistakes and accidents can be avoided. Holidays are prone to accidents, so pay more attention.

(5) the director of the department set an example for the work of all departments in the hospital and demanded continuous improvement of medical quality and service attitude. Medical staff must dress neatly and have a civilized language, leaving a good impression and trust on patients. The director should set an example and be an example to the staff of the department. Imagine, the director smokes a cigarette at work, how to build the department into a smoke-free clinic, a smoke-free ward and a smoke-free laboratory?

(VI) Seeking truth from facts At present, many people resort to deceit and rhetoric to cheat the trust of leaders, the masses and patients. Even lying about numbers, making up articles and writing fake medical records ... As scientists and medical workers, we must be realistic. Honesty may suffer for a while, but after working in a unit or department for a long time, leaders and the masses are honest and will not suffer. All departments advocate seeking truth from facts and establish a good atmosphere of honesty.

(7) It is the director's duty to be modest and prudent and make some achievements in medical treatment, teaching and scientific research. There is no need for pride, let alone boasting. The achievement is the result of my personal efforts, the concern of leaders, the help of comrades in functional departments and the support of comrades in general practitioners. Department directors should always reflect on their own shortcomings and learn from other departments and others with an open mind.

Second, the basic methods of departmental work

(1) forms the core of leadership.

Departments should form a leading core, which is mainly responsible by the department director and composed of the director, branch secretary, branch secretary, head nurse and technical team leader. Department work should first lead the core unified thinking, including department personnel transfer, work distribution, new projects, bonus distribution, and the handling of problems within the department.

Leading core personnel can talk about everything when they meet alone or exchange views. But pay attention to the ways and means of talking to other people in the department, and don't say what to say and what not to say. If the director and the department staff disagree on a certain issue, other members of the core team should assist the director to do a good job.

(two) departments should have long-term planning and short-term goals. Planning includes the construction of departments, personnel and equipment to be added, new projects to be carried out, required quality level, etc.

Short-term goals refer to things to be done in the near future.

(3) The responsibilities of department personnel are clear and the division of labor is clear.

(4) There must be rules and regulations in the work, as well as a system of inspection and supervision.

(5) Clear rewards and punishments: the rewards are praised at department meetings and reported to hospital functional departments for praise and reward. Punishment: including criticism and education in individual talks and criticism at scientific meetings. Rewards and punishments are linked to the secondary distribution of departmental bonuses.

The distribution and distribution of bonuses is an important part of the incentive mechanism of departmental work, which is related to everyone's vital interests and is also the most prone to contradictions in departmental work. Bonus distribution must reflect more work and more pay. The quantitative distribution method of scoring bonus implemented by our department since 1993 is an effective method. After the bonus is calculated, there are three ways: public payment, fuzzy payment and semi-fuzzy payment. Public distribution, after listing the bonus distribution list, the relevant personnel sign the bonus distribution list when distributing the bonus, so that others can see clearly how much they take. This distribution method is easy to cause the bonus comparison between personnel. Fuzzy distribution method, that is, it is distributed to everyone in the form of red envelopes, and everyone does not know each other. In _ _ _ year, our department adopted a semi-fuzzy distribution method, and the bonus calculation and distribution were all participated by the core team members, not the department head alone. Then the prize money is distributed in an envelope. It is stipulated that you can't inquire about other people's bonuses, and you can't tell others about your bonuses, otherwise you will be deducted from next month's bonuses. In this way, the bonus distribution is reasonable and the comparison of bonus amount is avoided.

(6) There are two taboos in departmental work: one is the intensification of contradictions, that is, there is a quarrel between departmental leaders and departmental personnel or departmental personnel. Second, liberalism, no speech at the meeting, no face to face, whispering behind the scenes.

Quarrel between staff in the department will definitely affect the work, and it will also have a negative impact on the image of the department and the image of patients. The best way to deal with the intensification of contradictions and quarrels is to deal with contradictions coldly, that is, to exchange views with angry people alone after their mentality is stable.

Third, the relationship between department leaders and hospital leaders.

(a) each department should complete the tasks assigned by the hospital according to quality, quantity and time.

The quality of completing the hospital layout task reflects the overall ability of a department, especially the ability of the department director. The leaders of the hospital have a good impression on the departments whose tasks are often completed well and establish a sense of trust. It is easy to get the support of hospital leaders and create good conditions for the development of departments.

(2) Department leaders should take the initiative to report to the hospital leaders and functional departments, and strive for support for the work of the department. In principle, superior leaders should go deep into their own departments, understand their work and existing problems, help solve their difficulties, and give them support in manpower and material resources. But it is often difficult to do it in reality. Therefore, as a department leader, we should take the initiative to report to the superior leader. Sometimes, it is not enough to solve one problem at a time. It is required to report twice, three times, or even ten or eight times. As long as it is mentioned correctly, the leader will eventually help solve it.

Don't spread statements that leaders don't support or have told leaders that they just don't agree. This will not only affect the enthusiasm of department staff, but also reflect the incompetence of department leaders themselves.

(3) If the superior does not support it, first find the reason from the department. The department hopes that the hospital leaders and things will support it. Personnel aspects include graduate distribution, transfer in and out. Material aspects include buying new instruments and equipment, increasing housing area or improving working environment. If the leader fails to solve the problem after the department puts forward it, first of all, we should consider whether the leader has the ability and possibility to solve this problem at present; Second, did the department make it clear to the leaders about the importance of this matter; Third, is the question itself reasonable? From these three aspects, it is found that the problems that leaders should and can solve have not been solved for the time being. The main reason is that the department itself actively strives for leadership, and the initiative report is not enough, and the problem is not clear.

Not all of them are suitable for the actual situation of our hospital, but they are all directors of hospitals and departments, and they always have something in common in management. Of course, this is also a matter of opinion. Anyway, I hope it can cause the directors to sing badly.