医院股份制问题的初步思考

Initial Thinking on Share-holding System Adopted in Hospitals

80年代后期,为适应医疗机构筹资和寻找新的经营机制的需要,股份制医院和股份合作制医院相继在全国各地试点。有的已运行10年,有的正在发展中,有的已陷入困境,甚至破产。某些医院派发股息和红利过高,某些医院改制中有不规范行为。各地试点形成以公有制为主体的特色,但两权不能分离,造成许多医院国有资产流失。股份制只是一种企业组织形式,股份制和股份合作制不是医院组织形式的惟一选择,也并非是“一股就灵”。探究某些医院失败原因,有当地不具备改造条件者,也有改造不规范者,更有无好的管理制度相匹配者。应对当前试点情况进行总结,给出理论解释,加以正确引导。

In the late 1980's, to meet the demand of hospital financing and to seek a new mechanism for its operation, share - holding system and joint stock cooperative system have beepiloted in many hospitals nationwide. Of all the pilot hospitals, some have operated for 10 years, some others have bankrupted, either due to too high dividend and bonus sharing or unstandardized practices. Although the have dominance of public ownership is established as its characteristics through experiment, some results in the drain of state - own assets in hospitals owning to the fact that the management of a hospital can't be separted from its ownership. Share - holding system is only one of the forms of enterprise organization, so the share- holding system and the joint stock cooperative system shouldn't be regarded as the only choice for hospitals, and neither is it omnipotent. When we come to the causes of some failures, we find out that some arecaused by unripe local conditions rof such transformation or caused by un - standardized transformation, others are caused by lack of appropriate management system appropriate for such a transformation. So we should actively summarize the lessons from the trials and practices, work out reasonable explanations, and offer a correct guide for further practices.