Respect others
Department directors must remember one truth: No one in the world is willing to be dominated or controlled by others. You are the head of the department and others (especially those with similar age and seniority) are your subordinates. This is an opportunity, but it does not mean that you are much more capable than others. Maybe you are not as good as others in many places. So you must not be arrogant, be humble, and respect others, especially doctors with similar seniority to you, otherwise no one will truly believe you.
Get good people
The bigger the department, the more difficult it is to manage. But that doesn’t mean it’s not good at management. The key is to get good people. Don't keep everything in your own hands. You must play the role of the deputy director, the head nurse, and the backbone, and implement it at every level, so that the superior policies and your intentions can be well implemented. In department management, a big part of the department chair's job is trying to keep everything in the right balance. Therefore, in the department, do not treat people who are good or bad, and divide junior doctors and nurses into three, six, or nine grades, otherwise you will create problems for yourself. In short, as a department director, it is not enough to have superb medical skills. Communication within the same department, between departments, between academies, and between doctors and patients must be placed in an important position.
Managing details
The department director is the lowest level manager. He must reflect department management in every detail and highlight the "meticulous" work philosophy. The leaders of the hospital should take care of the big things, while the department directors should take care of the details. Details determine success or failure. It is very inappropriate for a department director to be unable to clearly describe several key figures of his department after one year.
Lead by example
"If you are upright, you will not do what you are told; if you are not upright, you will not follow orders." It is inevitable for people to have selfish motives, and occasionally use the position of department director to make it convenient for themselves. , this is understandable, but don’t be too selfish. If you are too selfish, your words will have no appeal. The more beautiful you say, the more people will poke your back in the back, and some may even deliberately expose your shortcomings in public. The department's year-end evaluation of advanced performance generally only has a target for one year, so don't rely entirely on the number of votes, otherwise you, the department director, may get advanced every year, because employees' votes for other people are dispersed, and your vote is scattered. But it is relatively concentrated. If you accept it every year, you will become a "smooth" director.
Creating happiness
How to make all members of the department work, study and live happily is the most important thing. Department directors should create as much happiness as possible in the department and cultivate a "caring" culture. The department head is also a teacher and a friend. Don’t think that work is all about management. Department directors and department members get together after work and go out together on holidays, which not only relaxes the body and mind and cultivates sentiments, but also enhances mutual understanding, harmonizes feelings, and cultivates good interpersonal relationships.
Cultivating experts
Department directors should put discipline construction in an important position. If discipline construction fails, all the work of the department directors will fail. The department directors of large hospitals should cultivate a large number of experts who are competent in their departments, rather than a large number of miscellaneous experts who know a little bit about everything. Therefore, department directors should try their best to allow senior doctors to truly become experts in a certain field through extensive repeated training. If the general surgery department performs 500 gallbladder surgeries a year and they are spread among all general surgeons, each person will only perform 10 to 20 surgeries a year. But if two or three people are concentrated on doing it, the effect of training hundreds of examples will be very different from doing only ten or twenty examples.
Don’t use your own strengths to compare with others’ weaknesses
When pointing out other people’s shortcomings, don’t always compare them to your own strengths. For example: "You only write one paper a year, but I write three papers a year." This not only hurts the self-esteem of junior doctors, but also seems to be showing off. Department directors must always remember people's merits, sincerely forgive others' shortcomings, actively employ people's strengths, and be good at inspiring others, so that they can create a harmonious and harmonious environment around themselves.
Try to resolve conflicts by yourself
If there is a problem in the department, especially if the employees have conflicts and misunderstandings about you, the department director, you must handle and resolve it yourself if you can handle it yourself. To resolve problems, don’t always bring problems and conflicts to the leadership. It is wrong to criticize your subordinates in front of the leader. This will not only add trouble to the superior leader, but also aggravate the situation and make your subordinates have deeper misunderstandings and even resentment towards you. You know, other departments can get along harmoniously, and even if there are conflicts, they can resolve them on their own. But your department always gets into trouble, and when it happens, it causes trouble all over the city, and you always have to ask the leader to come forward to solve it. This not only shows that you, the department director, have no ethics. What does incompetence mean? (The author’s unit is the First Affiliated Hospital of Nanchang University) (Excerpted from the Health News)
How to be a good hospital department director
To advance in hospital work, you must do a good job in department work and mobilize the hospital The motivation of each staff member. The working methods and self-requirements of the department director are the key to doing a good job in the department. This article discusses some views on this issue.
(1) Be selfless, care about the collective, and care about others
Section directors have certain powers and also have certain obligations. People with serious selfish thoughts will inevitably use their power to serve themselves when they become department directors, such as going out for meetings, determining scientific research projects, bonus distribution or financial issues, etc. Therefore, department directors must first be selfless and fair and honest in their dealings with others. Only when you criticize others in the department will they be convinced. A lot of work done by the department head is invisible to others. No one can count how many times a year the director of the secondary school works overtime. No matter how many people there are in a department, it is a collective. The department has many activities in the hospital, such as cultural entertainment performances, patriotic health and so on. It reflects the collective strength, collective wisdom, and collective honor of a department. Department directors should care about these tasks and do them well. Department staff always have problems of one kind or another, and the department director should care about them and provide help. In particular, the department director should create conditions for each person such as professional title promotion, salary increase, housing arrangement, going out for meetings, further studies, writing scientific research papers, making friends, etc. If it cannot be solved, we must analyze the reasons and do ideological work.
In the arrangement of department work, the department director should bear hardships first and enjoy things last. He should take the heavy responsibility first and take the lead in doing things that are not prestigious or profitable.
(2) The director of the work ability department must have certain work abilities, including administrative ability, business ability, communication ability, appeal, organizational ability, language expression ability, writing ability, etc.
Almost everyone has the ability of a department director. Exercise is very important. First, be willing to think, and then be willing to do and contribute. Continuously sum up experience and continuously improve. In the next few years, I will become a department director and become better and better.
(3) The heads of professional business departments all have their own professional content. The department director should have certain achievements in business. This will make it easier to carry out the medical, teaching, and scientific research work in the undergraduate department. The department head has a lot of administrative work, and it is difficult to find time to read a book while at work. After get off work, you should work harder, read relevant literature, magazines, and reference books to understand the market and latest information on professional development. Lead general staff to develop new projects.
(4) It is important to have a sense of responsibility in making achievements in medical teaching and scientific research, but what is more important is to reduce medical disputes and eliminate medical accidents; accidents involving electricity, gas, and water cannot be used, and accidents cannot be stolen. Stolen. In addition to clear responsibilities for each job, the department director should have a strong sense of responsibility. Often, serious mistakes and accidents can be avoided by taking one more look, asking one more question, and checking one more time. Accidents are easy to happen during holidays, so you should pay more attention.
(5) The role of the department director in the work of various departments in the hospital requires continuous improvement of medical quality and service attitude. Medical staff must be neatly dressed and speak civilized language to give patients a good impression and a sense of trust. The director should lead by example and become a role model for department staff.
Imagine that the director is holding a cigarette while working. How can the department be built into a smoke-free clinic, a smoke-free ward, and a smoke-free laboratory?
(6) Seek truth from facts. Currently, many people resort to deception and use sweet words to deceive leaders, the masses, and the trust of patients. They even lied about numbers, made up articles, and wrote fake medical records…. As a scientific worker and a medical staff, we must seek truth from facts. If you are honest and honest about one thing for a while, you may suffer a loss, but if you work in a unit or a department for a long time, the leaders and the masses know that you are an honest person, so you will not suffer a loss. The department advocates seeking truth from facts and establishing a good atmosphere based on integrity.
(7) Modesty and Prudence It is the duty of the department director to make some achievements in medical care, teaching, and scientific research. There is no need to be proud, let alone self-bragging. The achievements achieved are the result of my own personal efforts, as well as the care of the leaders, the help of comrades in functional departments, and the support of comrades in the general department. Department directors should always reflect on their own shortcomings and learn humbly from other departments and others.
2. Basic methods of department work
(1) Form a leadership core.
The department should form a leadership core with the department director as the main responsible person and composed of the director, branch secretary, department secretary, head nurse, and technical team leader. Department work must first lead the core unified thinking, including department staff transfer, work allocation, development of new projects, bonus distribution, handling of department problems, etc.
Core leadership personnel can talk about anything during meetings or individual exchanges of opinions. But when speaking to other staff in the department, you should pay attention to the way you speak. Say what you should say and don't say what you shouldn't. If the department director and department staff disagree on a certain issue, other members of the core group should assist the department director to do his job.
(2) Department work should have a long-term plan and short-term goals. The plan includes the construction of the department, the personnel and equipment that need to be added, the new projects to be carried out, the quality level required to be achieved, etc.
Short-term goals refer to things to be done in the near future.
(3) Department personnel must have clear responsibilities and clear division of labor.
(4) There must be rules and regulations for all work, and there must be an inspection and supervision system.
(5) Clear rewards and punishments: Rewards will be commended at the scientific affairs meeting and reported to the functional departments of the hospital for recognition and rewards. Punishment: including individual conversations for criticism and education, and criticism at scientific meetings. Rewards and punishments are linked to the secondary distribution of department bonuses.
The distribution and payment of bonuses is an important part of the department's work incentive mechanism. It is related to the vital interests of each person and is also the most prone to conflicts in department work. Bonus distribution must reflect more reward for more work. The point-based bonus distribution system implemented in our department since 1993 is an effective method. After the bonus is calculated, three methods can be adopted: public distribution, fuzzy distribution and semi-fuzzy distribution. Public distribution, after the bonus distribution list is listed, the relevant personnel will sign on the bonus distribution list when the bonus is distributed, and others can clearly see how much they receive. This payment method can easily lead to bonus comparisons among employees. The fuzzy distribution method is to send red envelopes to everyone without knowing each other. In ____, our department adopted a semi-fuzzy distribution method. The calculation and distribution of bonuses were jointly participated by the core team members, and it was not the department director who had the final say. The winnings are then put into envelopes and given to everyone. It is stipulated that you cannot inquire about other people's bonuses, and you cannot tell others about your own bonus, otherwise your bonus for the next month will be withheld. In this way, the bonus distribution is more reasonable and avoids comparison among everyone in terms of bonus amount.
(6) Two things are taboo in department work: First, intensification of conflicts, that is, quarrels between department leaders and department staff or department staff. The second is liberalism. If you have something to do, you won’t talk about it in meetings or in person, but you will whisper about it behind your back.
Quarrel among department staff will definitely affect the work. At the same time, it will have a negative impact on the image of the department and the image of the department to patients. The best way to deal with intensified conflicts and quarrels is to deal with the conflict coldly, that is, wait for the angry person to calm down before exchanging opinions with him individually.
3. The relationship between department leaders and hospital leaders
(1) The department must complete the tasks assigned by the hospital according to quality, quantity and time.
The quality of completing the tasks assigned by the hospital reflects the overall ability of a department, especially the ability of the department director. For departments that often complete their work tasks well, hospital leaders will have a good impression of the department and build a sense of trust. The department needs people and materials, and it is easy to get support from hospital leaders, which can create good conditions for the development of the department.
(2) Department leaders should take the initiative to report their work to hospital leaders and functional departments to gain support for department work. Logically speaking, superior leaders should go deep into the department, understand the department's work situation and existing problems, help solve the department's work difficulties, and provide support in terms of manpower and material resources. But it is often difficult to do this in real situations. Therefore, as a department leader, you should take the initiative to report your work to your superiors. Sometimes you need to solve a problem. Reporting it once is not enough. You need to report it two, three, or even ten or eight times. As long as you raise it correctly, the leader will still help solve it in the end. of.
Do not spread comments in the department that the leader does not support, or has reported to the leader, but the leader does not agree. This will not only affect the enthusiasm of the department staff, but also reflect the incompetence of the department leader himself. .
(3) If the superior does not support something, first find the reason from the department. The department hopes that hospital leaders will support both human and material aspects. Personnel aspects include the allocation of graduates and transfers in and out. Material aspects include purchasing new instruments and equipment, increasing the area of ????the house or improving the working environment, etc. If the department leader does not resolve the matter after it is raised, first of all, the department should consider whether the leader has the ability and possibility to solve the problem at present; second, whether the department has made the importance of the matter clear to the leader; third, what is the proposed matter? Is the question itself reasonable? Considering and analyzing from these three aspects, it is found that the problems that the leaders should and can solve are not solved for the time being. The main reason is that the department itself actively strives for the leaders, does not proactively report enough, and the problems are not explained clearly.
They may not all be suitable for the actual situation of our hospital, but they are all hospitals, and they are all department directors. There are always similarities in management. Of course, this is also a matter of opinion and wisdom, no matter what , all hoping to arouse some cries from the department directors.