Hammer Siri Vedeld, Snorrason Finnur, Langeland Norvald
Ortopedisk avdeling Sykehuset Buskerud 3004 Drammen.
Tidsskr Nor Laegeforen. 2002 Mar 20;122(8):801-3.
Patients in Norwegian hospitals often feel that they do not know which specialist is responsible for their treatment. We report on a reorganisation carried out in the orthopaedic department at Buskerud county hospital in 1997-98.
Staff members are allocated to five groups, each responsible for 12-15 beds and including one or two specialists, one or two residents, nurses, physiotherapists and secretaries. Patients are treated by the same group throughout their stay in hospital; the group's specialist is responsible for each patient's treatment.
A study established that patient satisfaction with the organisation of the department was higher in 1998 and 2000 than in 1996, and more patients felt that one specialist was responsible for their treatment. A high percentage of staff members were satisfied with the reorganisation. The system may, however, be vulnerable, as it demands exact planning and a high degree of staff loyalty.
The results indicate that this mode of organisation benefits patients as well as staff.
挪威医院的患者常常觉得他们不知道哪位专家负责自己的治疗。我们报告了1997 - 1998年布斯克吕德郡医院骨科进行的一次重组。
工作人员被分成五组，每组负责12至15张病床，包括一两名专家、一两名住院医生、护士、物理治疗师和秘书。患者住院期间由同一组人员治疗；该组专家负责每位患者的治疗。
一项研究表明，1998年和2000年患者对科室组织的满意度高于1996年，更多患者觉得有一位专家负责他们的治疗。高比例的工作人员对重组感到满意。然而，该系统可能很脆弱，因为它需要精确的规划和高度的员工忠诚度。
结果表明这种组织模式对患者和工作人员都有益。
