【摘要】目的 探索与实践临床药学(七年制)专业的建设,以培养具有医药学专门知识的高级临床药师。方法 在山东大学首办七年制临床药学专业,通过专业课程建设、毕业实习环节、加强专业教学和实习管理、增进交流等,拓宽办学思路。结果 成功开办了临床药学(七年制)专业,但专业有以下不足:①社会了解度不够,学生专业思想不稳固；②课程设置有缺陷；③临床课教学和实习质量有待提高。结论 七年制临床药学专业在山东大学的成功开办,在国内是有较强的示范性和试验性意义。但专业在社会了解度、课程设置、临床课教学和实习质量上有待提高。
A team with strong cohesion and high execution is an important guarantee for conducting high-quality and sustainable clinical researches. Combined with the previous literature and the author’s view, this paper summarizes the key points of team building, which include a clear research direction, a balanced composition of team members, an outstanding team leader, the competence enhancement of team members, and a member-oriented management philosophy. Clear research direction is the premise of the existence and development of a team. Multi-level, multi-disciplinary membership can avoid potential conflicts of interest caused by homogeneity, and enable research to be refined and strengthened in interdisciplinary collisions. Team leader is the key to team development. The enhancement of team members’ competence is the cornerstone of team development. Adherence to member-oriented principle can form a true team culture. This paper aims to summarize and analyze the key points of clinical research team construction for peer reference.
ObjectiveTo discuss the ways and effects of carrying out the publicity and education of Party style and clean governance in public hospitals through enterprise WeChat, aiming at improving the quality and efficiency of the publicity and education and forming an accurate and real-time pattern of discipline warning education.MethodsTaking the articles regarding the publicity and education of Party style and clean governance on the enterprise WeChat of West China Hospital of Sichuan University as the research object, the content analysis method was used to review the content from October 2017 to December 2018 and its publicity effect. The number of readers was shown in median (lower quartile, upper quartile) and the statistical analysis was done through rank sum test.ResultsFrom the content updated, medical staff read more about Internet hot spots and related clean governance news happened around them [M (QL, QU): 1 106 (691, 1 506)] than policy learning [301 (233, 408)] (P<0.05) and knowledge explanation [392 (457, 1 133)] (P<0.05). In terms of the methods of the update, medical staff read more about the update in traditional text and pictures [462 (312, 1 073)] than cartoon, video and other methods [230 (175, 315)] (P<0.05).ConclusionPaying attention to updated content, increasing the discussion function of the audience, choosing the time that the audience likes to update the article, and in the meantime, building the brand for the publicity and education of Party style and clean governance in the hospital may have a better effect on the education of Party style and clean governance toward Party members and medical staff in public hospitals.
This consensus aims to systematically standardize the establishment and management of multidisciplinary specialized disease centers within general hospitals. Based on the "1+5+7" framework (one core condition, five essential conditions, and seven enabling conditions), it clarifies the classification of centers by focusing on specific diseases, organs, or symptoms. The consensus emphasizes interdisciplinary coordination, integration of clinical specialties, and the advancement of specialized disease management, while also prioritizing improvements in patient care experience and the development of professional talent teams. It covers the full lifecycle of center development—including organizational structure, clinical services, teaching and research, and evaluation and management—providing a standardized operational pathway for the construction of specialized disease centers in general hospital settings.
ObjectiveTo investigate and analyze the ophthalmic resource distribution and service ability of Leshan City, and provide scientific basis for development of ophthalmology and prevention of blindness. MethodsWe statistically analyzed all departments of ophthalmology in 17 general hospitals of Leshan, including numbers of beds, numbers of health technicians, professional title structure, ophthalmic instruments, levels of operation and service ability in 2012. ResultsThere were 186 ophthalmic beds, 84 ophthalmologists, 6 technicians, 64 nurses, 16 professors, 28 doctors with medium-level title, and 40 residents in the 17 general hospitals of Leshan. There were 184 300 out-patients and 9 920 in-patients with 12 320 operations including 6 211 cataract operations in the year of 2012. ConclusionThe ophthalmic resources and service ability are not equally distributed in Leshan. Most resources are distributed in big hospitals of the urban district. Meanwhile, hospitals in remote areas do not have ophthalmologists or ophthalmologic instruments. We should develop our service ability and work efficiency by continuous learning in order to improve the three-level primary blindness prevention system.
[Abstract]It is an effective way of constructing a lung transplantation quality control system suitable for China's national conditions to break through the many dilemmas in China. Under the leadership of the National Quality Control Center, a stage-by-stage and full-scale quality control system for lung transplantation in China has been gradually constructed and extended to many lung transplantation centers nationwide, which has strongly promoted the development of lung transplantation in China. This article outlines the construction, promotion and experience of China's lung transplantation quality control system, aiming to provide reference for further development of relevant measures to promote the homogenization of lung transplantation in China.
The number of new cancer cases in China has been increasing year by year, but with the continuous innovation of medical technology, cancer is gradually becoming a chronic disease. The contradiction between the increasingly large tumor patient population and limited medical resources is becoming more prominent, so the mode of daytime chemotherapy has been widely promoted. This article is based on the operational practice of the “one-stop” daytime chemotherapy center at the Second Affiliated Hospital of Zhejiang University School of Medicine. It shares experiences in management mode and system construction (such as spatial layout, personnel structure, operation process, emergency process, job responsibilities, quantitative indicators), showcases the construction achievements of the “one-stop” daytime chemotherapy center, and proposes suggestions for improving the centralized daytime chemotherapy mode.