The service behavior of medical staff is influenced by the organizational environment and management mode of the hospital. That is to say, the organization and management determine the standardization and sustainability of a hospital's humanistic services, and organizational driving force is also an important factor for the staff to innovate their services. Organization and management of a hospital' s humanistic services is composed of three factors: service operation management, service elements management and service performance management. These factors ensure a hospital's humanistic services to achieve whole-staff-participation, sustainability and standardization.

Widely accepted in other countries,DRG payment is also referred to in China now and then.The authors reviewed the status quo of medical payment in China,as well as the practices and studies of DRG payment overseas.Based on such studies,the paper probed into the feasibility of DRG application in China,in terms of policy environment,application demand,research basis and technical conditions.Proposed in the paper are ranges of application,possible roadblocks and countermeasures for the application in China,aiming to promote the research,application and use of the method in China.

Health management is the intrinsic requirement to build and embody a harmonious society. While health management provides strong human resources for the development of a harmonious society, a harmonious society promotes the health management. Health management plays a significant role in the construction and development of a harmonious society in terms of reducing risks to the health, improving the quality of life, lowering medical cost, lightening the socio-medical burden, enhancing awareness of health, improving the national health conditions, protecting health resources, and promoting a sustainable social development. Health is an important component of social productive forces, and health management is an essential prerequisite for the harmonious development of society. There would be no real harmonious society without effective health management.

Objective To probe into the health expenditure and medical expenditure of Chinese people in rural and urban areas as objective references to improve the funding strategy of China's health care system. Methods Statistics annuals from 1999 to 2007 were called into play to analyze the status quo and trends of both expenditures. Results Definite proportion of funds raised for rural and urban health expenditure has grown by 200%;a distinct gap exists between the growth of per-capita medical expenditure in rural and urban residents (152. 86% in urban and 172. 77% in rural areas);medical expenditure maintains a steady growth along with rising per-capita income, yet the health consumption remains at a low level in general, especially among rural residents;since 2003, the income elasticity of the medical expenditure among rural residents keeps rising, narrowing the relative gap with urban residents. Conclusion It is recommended to push up the income of rural residents with greater resources, and to encourage the trend of marginal social medical expenditure. In addition, it is necessary to upgrade medical services, expand medical service coverage, and encourage reasonable consumption of medical services by both rural and urban residents;and to focus the role of cultural factors for greater awareness of the people in health investment and self-healthcare.

The paper presented the principles and references for identifying services of the primary health care at townships and villages in Beijing, and proposed the screening criteria for primary health care package in rural Beijing. Studies made have identified the screening results for the package applicable to both townships and villages in Beijing, along with analysis for the rationale, applicability and operability of the package. Moreover, it probed into the assurance conditions for offering primary health care as a reference for other regions in the country.

Objective To explore and establish an evaluation index system of clinical departments' medical work performance mainly based on workload and the quality of work. Methods Literature method and a variety of statistical methods were applied to establish index system, the principal component analysis and TOPSIS method were used to give an statistical analysis. Results There was a positive correlation between the comprehensive evaluation value of medical work performance of non-surgical and surgical departments and the balance of financial revenue and expenditure of the departments. The pearson correlations of these two kinds of departments were 0.570 and 0.287, and the non-parametric correlations were 0. 427 and 0.566. Conlusion The index system and evaluation results of this study can provide reference for the allocation of allowances.

The theory framework of "cognition- emotion-behavior" of the Gestalt Psychology is based on to build the conceptual model to integrate service encounter quality, customer consumption emotion and customer satisfaction. Such a model is also used to raise related hypothesis and verified against the backdrop of the medical service industry. Empirical outcomes prove the following: hospital service encounter quality consists such factors as environment dominance, doctor dominance and nurse dominance; in the course of their consumption in hospitals, patients undergo at the same time positive consumption emotion and negative consumption emotion, as the latter exerts negative impacts on the positive one; hospital service encounter quality bears significant impact on both patient' s consumption emotion and patient satisfaction; positive emotion and negative emotion both bear significant impacts on patient' s satisfaction.

Objective To build the indicators system to collect patient safety monitoring information, focusing on medical complaints. Methods With such methods as literature review and expert advice, building the system for medical complaints collection and monitoring. Such indicators are modified and improved in pilot operations. Results The framework of the medical complaint monitoring indicators system is built in five dimensions, comprising 8 grade-1 indicators including patient complaint causes and hospital cause analysis, and 20 grade-2 indicators. Conclusion These indicators are scientific and operable to detect adverse patient safety events.

Objective Analysis of the operational efficiency trends of and problems with the public tertiary hospitals. Methods A retrospective statistics analyzed the indicators of ten public tertiary general hospitals in Shanghai during 1997-2006. Results The outpatients number per capita for the hospital staff maintains an rising trend, averaging 12.2% per year prior to year 2000; The yearly-averaged total assets turnover of the hospitals decreases from 0.89 in 1997 to 0.69 in 2003, then maintaining unchanged; The yearly-averaged receivables turnover began to fall since 1999, falling from 21.4 in 1999 to 9.7 in 2006; hospital income growth fluctuated during the years, yet with a high level of total assets growth; given the fluctuations in asset-liability ratio, such ratio has been growing slowly, maintaining at 20 % since 2004. Conclusion Problems are found with the operational efficiency of these public tertiary general hospitals as follows: the rapid growth of productivity in such hospitals finds no concurrent improvements in assets related indicators. Against a low income ratio, high debt ratio will plague hospital development to some extent.

Objective To search for intervention strategies for upgrading existing infection control in hospitals. Methods Intervention measures include training, field study and practice guidance, as well as process evaluation and workshops, which help promote infection control in target hospitals. Results With the intervention measures called into play, the exam score of hospital leaders in hospital infection control rose from 61.6 to 71. 3 (P＜0. 05), and that of hospital care workers'(HCW) and of infection control staff's rose as well (from 65. 53 to 78. 78, and from 58. 58 to 85. 48, respectively) (P＜0. 001);the percentage of full-time staff for infection control rose from 61. 3% to 87. 5%, and the hospitals with an infection control committee rose from 15 to 20 hospitals; while the hospitals having a well-functioning infection control committee rose from 71. 4% to 95. 2%. The times of training received by HCW rose significantly (2. 2 to 3. 6 times). The average scores for the quality of infection control increased from 79. 79 to 92.43 step by step. Conclusion The general intervention in hospital infection control takes the efforts of all departments in the hospital.