發(fā)布時(shí)間：2018-05-14 22:22

  本文選題：股份制醫(yī)院 + 發(fā)展戰(zhàn)略　； 參考：《鄭州大學(xué)》2015年碩士論文

【摘要】：隨著新醫(yī)改進(jìn)入改革瓶頸期,國(guó)家出臺(tái)一系統(tǒng)關(guān)于社會(huì)辦醫(yī)和公立醫(yī)院改革的政策措施,鼓勵(lì)社會(huì)資本參與醫(yī)療行業(yè),參與醫(yī)療體制改革,進(jìn)一步開放醫(yī)療市場(chǎng),消除政策壁壘,提供政策支持。醫(yī)療市場(chǎng)的進(jìn)一步開放,各個(gè)醫(yī)院的競(jìng)爭(zhēng)日益激烈,很多公立醫(yī)院紛紛引入社會(huì)資本,進(jìn)行自身體制改革,成立股份制醫(yī)院迎接機(jī)遇和挑戰(zhàn),面對(duì)機(jī)遇和挑戰(zhàn),股份制醫(yī)院如何重新定位自己,創(chuàng)造一條適合自身的可持續(xù)發(fā)展路徑,值得我們思考。本文以股份制改革后A醫(yī)院的發(fā)展戰(zhàn)略為研究課題,通過(guò)現(xiàn)場(chǎng)考察、學(xué)習(xí)國(guó)內(nèi)外醫(yī)院發(fā)展案例,運(yùn)用戰(zhàn)略分析理論,對(duì)醫(yī)院內(nèi)外部環(huán)境進(jìn)行了綜合分析,從而明確了醫(yī)院戰(zhàn)略目標(biāo)。短期目標(biāo)：整合現(xiàn)有資源,發(fā)展特色專科和提高優(yōu)質(zhì)服務(wù),加強(qiáng)內(nèi)部管理；中長(zhǎng)期目標(biāo)：立足實(shí)際,因地制宜,加大投入,著重開展多樣化和多層次服務(wù)項(xiàng)目,在短期目標(biāo)完成的基礎(chǔ)上發(fā)展健康產(chǎn)業(yè),逐步擴(kuò)展養(yǎng)生、康復(fù)理療、中醫(yī)藥文化產(chǎn)業(yè)方向。為了保證醫(yī)院戰(zhàn)略的有效實(shí)施,結(jié)合醫(yī)院自身實(shí)際情況,確定以特色�？坪蛢�(yōu)質(zhì)服務(wù)為核心的差異化競(jìng)爭(zhēng)戰(zhàn)略,確立A醫(yī)院為非營(yíng)利性管理體制,重視醫(yī)院的商業(yè)性和社會(huì)性和諧統(tǒng)一,實(shí)現(xiàn)“義利平衡”的經(jīng)營(yíng)理念。通過(guò)確立人才和經(jīng)營(yíng)為核心治理目標(biāo)后,重點(diǎn)制定與之相對(duì)應(yīng)的醫(yī)院戰(zhàn)略實(shí)施方案：通過(guò)最佳營(yíng)銷策略和媒體宣傳,塑造醫(yī)院品牌形象,并制定與發(fā)展戰(zhàn)略相適應(yīng)的績(jī)效考核方法和薪酬體系。同時(shí),運(yùn)用信息化技術(shù)手段改善低效業(yè)務(wù)流程,重組各業(yè)務(wù)環(huán)節(jié),降低院內(nèi)審批和流轉(zhuǎn)成本,提高服務(wù)意識(shí),充分調(diào)動(dòng)職工能動(dòng)性,促進(jìn)醫(yī)院發(fā)展目標(biāo)的快速實(shí)現(xiàn)。戰(zhàn)略方案的實(shí)施可以有效培育A醫(yī)院核心競(jìng)爭(zhēng)力,夯實(shí)醫(yī)院發(fā)展基礎(chǔ),采用差異化集中戰(zhàn)略,大力發(fā)展健康產(chǎn)業(yè),提升A醫(yī)院綜合實(shí)力,拓寬發(fā)展路徑。股份制醫(yī)院有其自身的復(fù)雜性,既要保證醫(yī)療機(jī)構(gòu)的社會(huì)公益性,又要兼顧股東的利益,追求經(jīng)濟(jì)效益,應(yīng)對(duì)市場(chǎng)的競(jìng)爭(zhēng),實(shí)現(xiàn)自身發(fā)展。因此醫(yī)院管理者必須堅(jiān)定不移地堅(jiān)持戰(zhàn)略管理目標(biāo),引導(dǎo)全體員工向著目標(biāo)前進(jìn),最終實(shí)現(xiàn)跨越發(fā)展,同時(shí)也希望本文能夠?yàn)轭愃魄闆r的醫(yī)院提供參考借鑒。
[Abstract]:With the new medical reform entering the bottleneck period of reform, the state has issued a systematic policy and measures on the social management of medical treatment and the reform of public hospitals, encouraging social capital to participate in the medical industry, to participate in the reform of the medical system, and to further open the medical market. Remove policy barriers and provide policy support. With the further opening of the medical market and the increasingly fierce competition among various hospitals, many public hospitals have introduced social capital, carried out their own system reform, set up joint-stock hospitals to meet the opportunities and challenges, and faced with the opportunities and challenges. How to reposition itself and create a suitable sustainable development path is worth our consideration. This paper takes the development strategy of A hospital after the shareholding system reform as the research subject, studies the domestic and foreign hospital development cases through on-the-spot investigation, and makes a comprehensive analysis of the internal and external environment of the hospital by using the strategic analysis theory. Thus, the strategic goal of the hospital is clearly defined. Short-term objectives: integration of existing resources, development of specialties with characteristics and enhancement of quality services, strengthening of internal management; medium- and long-term objectives: based on reality, adapted to local conditions, increased investment, with emphasis on diversified and multi-level service projects, Develop the health industry on the basis of the short-term goal, gradually expand the direction of health care, rehabilitation and physiotherapy, traditional Chinese medicine culture. In order to ensure the effective implementation of the hospital strategy, combined with the actual situation of the hospital itself, the differentiated competitive strategy with special specialty and high quality service as the core is determined, and the A hospital is established as the non-profit management system. Pay attention to the commercial and social harmony and unity of hospital, realize the management idea of "balance of justice and benefit". Through the establishment of talent and management as the core governance objectives, focus on the development of corresponding hospital strategy implementation plan: through the best marketing strategy and media publicity, shaping the hospital brand image, And the development strategy to adapt to the performance appraisal method and pay system. At the same time, the use of information technology means to improve inefficient business processes, reorganization of business links, reduce hospital approval and circulation costs, improve service awareness, fully mobilize the initiative of staff and workers, promote the rapid realization of hospital development goals. The implementation of the strategic plan can effectively cultivate the core competitiveness of hospital A, consolidate the foundation of hospital development, adopt the strategy of differentiation and concentration, vigorously develop the health industry, enhance the comprehensive strength of hospital A, and broaden the development path. The joint-stock hospital has its own complexity. It is necessary to ensure the public welfare of the medical institution, to take into account the interests of the shareholders, to pursue economic benefits, to cope with the market competition, and to realize its own development. Therefore, the hospital manager must unswervingly adhere to the strategic management goal, guide all the staff to advance towards the goal, and finally realize the leapfrogging development. At the same time, it is hoped that this paper can provide reference for the hospitals in the similar situation.
【學(xué)位授予單位】：鄭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：R197.3

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