A医院发展战略研究

发布时间：2018-05-14 22:22

本文选题：股份制医院 + 发展战略　；参考：《郑州大学》2015年硕士论文

【摘要】：随着新医改进入改革瓶颈期,国家出台一系统关于社会办医和公立医院改革的政策措施,鼓励社会资本参与医疗行业,参与医疗体制改革,进一步开放医疗市场,消除政策壁垒,提供政策支持。医疗市场的进一步开放,各个医院的竞争日益激烈,很多公立医院纷纷引入社会资本,进行自身体制改革,成立股份制医院迎接机遇和挑战,面对机遇和挑战,股份制医院如何重新定位自己,创造一条适合自身的可持续发展路径,值得我们思考。本文以股份制改革后A医院的发展战略为研究课题,通过现场考察、学习国内外医院发展案例,运用战略分析理论,对医院内外部环境进行了综合分析,从而明确了医院战略目标。短期目标：整合现有资源,发展特色专科和提高优质服务,加强内部管理；中长期目标：立足实际,因地制宜,加大投入,着重开展多样化和多层次服务项目,在短期目标完成的基础上发展健康产业,逐步扩展养生、康复理疗、中医药文化产业方向。为了保证医院战略的有效实施,结合医院自身实际情况,确定以特色专科和优质服务为核心的差异化竞争战略,确立A医院为非营利性管理体制,重视医院的商业性和社会性和谐统一,实现“义利平衡”的经营理念。通过确立人才和经营为核心治理目标后,重点制定与之相对应的医院战略实施方案：通过最佳营销策略和媒体宣传,塑造医院品牌形象,并制定与发展战略相适应的绩效考核方法和薪酬体系。同时,运用信息化技术手段改善低效业务流程,重组各业务环节,降低院内审批和流转成本,提高服务意识,充分调动职工能动性,促进医院发展目标的快速实现。战略方案的实施可以有效培育A医院核心竞争力,夯实医院发展基础,采用差异化集中战略,大力发展健康产业,提升A医院综合实力,拓宽发展路径。股份制医院有其自身的复杂性,既要保证医疗机构的社会公益性,又要兼顾股东的利益,追求经济效益,应对市场的竞争,实现自身发展。因此医院管理者必须坚定不移地坚持战略管理目标,引导全体员工向着目标前进,最终实现跨越发展,同时也希望本文能够为类似情况的医院提供参考借鉴。
[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.
【学位授予单位】：郑州大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：R197.3

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