广东省Y公立医院发展战略研究
发布时间：2022-01-14 02:16
近年来,随着医疗改革的深入,公立医院面临激烈的医疗行业竞争,同时私营和外资医院的持续发展,不断对公立医院的现有地位造成冲击。于此同时,医疗改革也带来巨大的机遇。医院如何在激烈的医疗行业竞争中,建立危机意识,不断挖掘医院自身发展潜力,持续提升竞争优势,履行好各项职责,成为公立医院管理者的管理重点。在这样的背景下,战略管理作为一种使医院更好地适应外部环境变化,有效提升医院核心竞争力的管理工具,正在被广泛的运用。本研究采用案例分析法,在实地调研的基础上,回顾分析战略管理理论以及公立医院战略管理的相关研究情况。文章通过应用PEST与SWOT模型全面分析与总结Y医院面临的机遇与挑战,归纳与分析医院的优势和劣势,并提出了Y医院的具体战略目标。通过文献与资料综合分析,确定Y医院的总体发展战略为“华南第一,国内一流、国际知名的国家级区域性医学中心”的战略目标,并描述实现战略目标的三个阶段,同时详细阐述为实现战略目标采取的九大措施,如优化管理模式与实施精细化管理、加快医院基础建设与信息化进程、集中优势资源,打造一体化大学科平台、提升医疗服务意识与质量、完善人才梯队建设、深化教学改革与科学研究等措施建议。
【文章来源】：广东外语外贸大学广东省
【文章页数】：101 页
【学位级别】：硕士
【文章目录】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter1 Introduction
1.1 Research background
1.2 Research significance
1.3 Research contents
1.4 Research framework
Chapter2 Literature Review
2.1 Related concepts of strategic management
2.1.1 The concept of strategy
2.1.2 The concept of strategic management
2.2 The foreign research and development in strategic management
2.3 The domestic research and development in public hospital strategic management
2.4 Research and analysis method
2.4.1 PEST analysis
2.4.2 SWOT analysis
Chapter3 Case Description
3.1 Description of Y hospital
3.1.1 Hospital administrative management
3.1.2 Administrative offices
3.1.3 Faculty
3.1.4 Departments
3.1.5 Scientific research
3.1.6 Health care
3.1.7 Medical education
3.1.8 International partnerships
3.2 Cultural concept of Y hospital
3.2.1 Hospital Tenet
3.2.2 Hospital Motto
3.3 Strategic analysis of Y hospital
3.3.1 External environment analysis
3.3.2 Internal environment analysis
Chapter4 Strategy development of Y hospital
4.1 The SWOT analysis of Y hospital
4.1.1 Strengths analysis
4.1.2 Weakness analysis
4.1.3 Opportunity analysis
4.1.4 Threats analysis
4.1.5 The SWOT matrix analysis of Y hospital
4.2 Strategy of Y hospital
4.2.1 The overall development strategy of Y hospital
4.2.2 Three stages of development and priorities
Chapter5 Strategy Implementation of Y hospital
5.1 Optimize the mode of hospital management and enhance the Ability of lean management
5.1.1 Strengthen the refinement of hospital management objectives
5.1.2 Strengthen the refinement of basic management
5.1.3 Improve the refined allocation of resources
5.1.4 Strengthen the refined cost control
5.1.5 Ensure the refinement of logistics work
5.1.6 Realize refinement of management quality
5.1.7 Promote performance reform and refinement of management
5.2 Accelerate the process of hospital infrastructure construction and informatization,and further improve and enhance the environment for medical treatment
5.2.1 Strenthen the overall information construction
5.2.2 Enhance the application of informatization to improve the level of hospital management
5.2.3 Establish a complete and advanced telemedicine platform to realize data sharing within the medical alliance
5.2.4 Build smart digital hospitals by means of"Internet+"
5.3 Accelerate the renovation and upgrading of the east division and promote the stable development of Hui-ya hospital
5.3.1 Explore the development strategy of the east division and accelerate the pace of its development
5.3.2 Promote the healthy development situation of Hui-ya hospital
5.4 Improve the quality and awareness of quality service
5.4.1 Improve medical management and optimize medical services
5.4.2 Establish and improve the medical service quality management and monitoring index system
5.4.3 Improve the quality of outpatient service and people's experience of seeing a doctor
5.4.4 Manage disease prevention and control,medical record and medical insurance
5.4.5 Enhance the pace of clinical nursing reform and improve the quality of nursing services
5.5 Talent echelon construction:build talent highland,expand and deepen international exchanges and cooperation
5.5.1 Strengthen talent introduction and training to build high-level talent echelon
5.5.2 Optimize talent development ecology centering on talent demand
5.5.3 Broaden international cooperation space and enhance international influence
5.6 Deepen teaching reform and innovation and improve teaching level
5.6.1 Strengthen undergraduate education
5.6.2 Strengthen graduate education
5.6.3 Strengthen continuing education
5.7 Centralize superior resources to build an integrated platform for major disciplines and facilitate discipline construction
5.7.1 Improve the construction level of large platform based on the construction of precision medical college
5.7.2 Strengthen scientific and technological innovation and basic research
5.8 Enrich hospital culture and promote harmonious development
5.8.1 Increase publicity to establish and maintain a good image of medical staff
5.8.2 Broaden hospital publicity channels and actively spread positive energy
5.8.3 Go deep into the grassroots and actively carry out social service
5.9 Strengthen party conduct and build a clean government
5.9.1 Strengthen ideological construction
5.9.2 Strengthen organizational construction
5.9.3 Strengthen style construction
5.9.4 Strengthen party conduct and clean government
Chapter6 Conclusions and Suggestions
6.1 Conclusions
6.2 Suggestions
6.3 Limitation
REFERENCES
【参考文献】：
期刊论文
[1]公立医院发展转型、财务管理升级与会计人才培养研究[J]. 郑大喜. 中国卫生经济. 2017(03)
[2]在公立医院精细化管理中实施管理会计[J]. 方霞波. 中国卫生经济. 2015(06)
[3]当代西方战略管理学派评价与发展趋势[J]. 强志源. 天津师范大学学报(社会科学版). 2014(03)
本文编号：3587607
【文章来源】：广东外语外贸大学广东省
【文章页数】：101 页
【学位级别】：硕士
【文章目录】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter1 Introduction
1.1 Research background
1.2 Research significance
1.3 Research contents
1.4 Research framework
Chapter2 Literature Review
2.1 Related concepts of strategic management
2.1.1 The concept of strategy
2.1.2 The concept of strategic management
2.2 The foreign research and development in strategic management
2.3 The domestic research and development in public hospital strategic management
2.4 Research and analysis method
2.4.1 PEST analysis
2.4.2 SWOT analysis
Chapter3 Case Description
3.1 Description of Y hospital
3.1.1 Hospital administrative management
3.1.2 Administrative offices
3.1.3 Faculty
3.1.4 Departments
3.1.5 Scientific research
3.1.6 Health care
3.1.7 Medical education
3.1.8 International partnerships
3.2 Cultural concept of Y hospital
3.2.1 Hospital Tenet
3.2.2 Hospital Motto
3.3 Strategic analysis of Y hospital
3.3.1 External environment analysis
3.3.2 Internal environment analysis
Chapter4 Strategy development of Y hospital
4.1 The SWOT analysis of Y hospital
4.1.1 Strengths analysis
4.1.2 Weakness analysis
4.1.3 Opportunity analysis
4.1.4 Threats analysis
4.1.5 The SWOT matrix analysis of Y hospital
4.2 Strategy of Y hospital
4.2.1 The overall development strategy of Y hospital
4.2.2 Three stages of development and priorities
Chapter5 Strategy Implementation of Y hospital
5.1 Optimize the mode of hospital management and enhance the Ability of lean management
5.1.1 Strengthen the refinement of hospital management objectives
5.1.2 Strengthen the refinement of basic management
5.1.3 Improve the refined allocation of resources
5.1.4 Strengthen the refined cost control
5.1.5 Ensure the refinement of logistics work
5.1.6 Realize refinement of management quality
5.1.7 Promote performance reform and refinement of management
5.2 Accelerate the process of hospital infrastructure construction and informatization,and further improve and enhance the environment for medical treatment
5.2.1 Strenthen the overall information construction
5.2.2 Enhance the application of informatization to improve the level of hospital management
5.2.3 Establish a complete and advanced telemedicine platform to realize data sharing within the medical alliance
5.2.4 Build smart digital hospitals by means of"Internet+"
5.3 Accelerate the renovation and upgrading of the east division and promote the stable development of Hui-ya hospital
5.3.1 Explore the development strategy of the east division and accelerate the pace of its development
5.3.2 Promote the healthy development situation of Hui-ya hospital
5.4 Improve the quality and awareness of quality service
5.4.1 Improve medical management and optimize medical services
5.4.2 Establish and improve the medical service quality management and monitoring index system
5.4.3 Improve the quality of outpatient service and people's experience of seeing a doctor
5.4.4 Manage disease prevention and control,medical record and medical insurance
5.4.5 Enhance the pace of clinical nursing reform and improve the quality of nursing services
5.5 Talent echelon construction:build talent highland,expand and deepen international exchanges and cooperation
5.5.1 Strengthen talent introduction and training to build high-level talent echelon
5.5.2 Optimize talent development ecology centering on talent demand
5.5.3 Broaden international cooperation space and enhance international influence
5.6 Deepen teaching reform and innovation and improve teaching level
5.6.1 Strengthen undergraduate education
5.6.2 Strengthen graduate education
5.6.3 Strengthen continuing education
5.7 Centralize superior resources to build an integrated platform for major disciplines and facilitate discipline construction
5.7.1 Improve the construction level of large platform based on the construction of precision medical college
5.7.2 Strengthen scientific and technological innovation and basic research
5.8 Enrich hospital culture and promote harmonious development
5.8.1 Increase publicity to establish and maintain a good image of medical staff
5.8.2 Broaden hospital publicity channels and actively spread positive energy
5.8.3 Go deep into the grassroots and actively carry out social service
5.9 Strengthen party conduct and build a clean government
5.9.1 Strengthen ideological construction
5.9.2 Strengthen organizational construction
5.9.3 Strengthen style construction
5.9.4 Strengthen party conduct and clean government
Chapter6 Conclusions and Suggestions
6.1 Conclusions
6.2 Suggestions
6.3 Limitation
REFERENCES
【参考文献】：
期刊论文
[1]公立医院发展转型、财务管理升级与会计人才培养研究[J]. 郑大喜. 中国卫生经济. 2017(03)
[2]在公立医院精细化管理中实施管理会计[J]. 方霞波. 中国卫生经济. 2015(06)
[3]当代西方战略管理学派评价与发展趋势[J]. 强志源. 天津师范大学学报(社会科学版). 2014(03)
本文编号：3587607
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