变革观的建立以及对研究所变革的思考

通过对我国科研管理和改革的思考以及对欧洲管理的考察和调研,提出了组织发展的改革、转变、创新三位一体的变革观,并以五颜色理论为核心阐述了变革的理论、方法和策略.在建立变革观及其理论的基础上,本文以研究所变革作为研究对象,分析了研究所变革的动机、思路、问题、过程、解决办法,提出研究所在不断地变革中求生存谋发展的变革观和变革策略,为推进研究所由改革向转变和创新并行的变革管理模式发展提供了思路.     

变革观的建立以及对研究所变革的思考

通过对我国科研管理和改革的思考以及对欧洲管理的考察和调研,提出了组织发展的改革、转变、创新三位一体的变革观,并以五颜色理论为核心阐述了变革的理论、方法和策略.在建立变革观及其理论的基础上,本文以研究所变革作为研究对象,分析了研究所变革的动机、思路、问题、过程、解决办法,提出研究所在不断地变革中求生存谋发展的变革观和变革策略,为推进研究所由改革向转变和创新并行的变革管理模式发展提供了思路.     

医院变革管理

2004年是中国国有医院的“改革风暴年”，全国各大城市的大中型国有医院都在酝酿着翻天覆地的变革计期，实行科学的变革管理，既是变革成功的保证，也是在变革过程中对医院管理层提出的严峻挑战。     

医院管理模式变革与发展探讨

随着市场经济体制的建立，我国加入WTO，以及多种体制办医，医疗市场竞争日趋激烈。如何适应新形势，求得医院自身发展?改变传统的医院管理模式和运行机制势在必行。本文重点介绍医院管理模式变革的具体措施是：创新用人机制、实施绩效分配、规范医院管理、推进后勤社会化、转变服务模式、培育医院文化。医院管理模式变革实现了医院两个效益同步增长，初步建立起有竞争、有激励、充满生机与活力的运行机制，推进了医院向现代化医院管理迈进。进而，作者对医院持续发展战略作了进一步探讨。     

医疗服务模式的变革研究

本文概述了医学模式与医疗服务模式的关系，医疗服务模式变革的必要性、类型及转变过程中的特点。并提出要积极发展中医药医疗服务模式，使中医药的特色与优势充分发挥出来。     

现代医院管理创新变革要变阻力为助力

医疗市场竞争日趋的激烈，要求医院技术、服务、竞争和顾客需求都在不时地改变，特别要求医院要依据医疗市场整体健康需求不时地对自身进行变革，对医院管理进行创新、变革，以增强市场竞争力。所谓医院管理创新就是变革，提升自己的医院，使变革后的医院在医疗市场的大环境下更具生命力。变革可以体现在诸多方面，如在医院发展战略上、文化上、组织结构上、内部资源配置上、技术上、服务上、人才培养上、管理机制上等等。     

公立医院改革的组织系统变革阻力调查与对策探讨

[目的]了解公立医院的组织管理体制、制约公立医院发展的主要因素等,运用现代管理学的理论和方法,初步阐明公立医院在改革发展中所存在的组织系统变革问题,为广州市公立医院的改革和发展提供借鉴.[方法]围绕医护人员日常工作态度的方式和对医院管理工作的认识,设计医护人员调查问卷,立足于广州公立医院展开调查.[结论]广州市公立医院的组织变革初显成效,医疗服务内容较为广泛且有良好的医疗服务质量,但仍然普遍存在着医院组织系统方面的阻力,如医院信息沟通障碍,医院组织创新文化有待完善等.[建议]为促进公立医院改革和发展,须建立良好的流通渠道、进一步创新企业文化、保持并加强富有结构弹性的组织系统建设.     

新形势下西药房管理模式变革探讨

目的 通过对新形势下的西药房管理模式现状进行探讨,旨在推动新的管理模式的产生,实现西药房更加科学的管理.方法 将某医院的西药房作为研究对象,对其现有的管理模式进行分析和研究,并指出变革模式的新措施.结果 西药房在管理模式存在着管理素质不高、管理机制落后等问题,阻碍了其快速发展.结论 西药房的管理模式无法适应现代医学发展的机制要求,因此需要采取变革方式,实现管理机制的创新发展,更好地促进西药房的管理工作.     

重大传染病疫情影响下医疗机构绩效变革探讨

基于价值导向的医疗服务体系改革已成为全球卫生健康领域发展的新趋势,医疗机构绩效管理作为撬动医院发展的有效杠杆理应作出改变,以适应价值型医疗发展的新趋势。文章以新型冠状病毒肺炎疫情为切入点,通过此次重大传染病疫情对医疗机构现行绩效管理模式的影响分析,借鉴岗位价值分类分级评估的新理念,综合考虑岗位风险、技术难度和劳动强度等因素,构建了应对新型冠状病毒肺炎等重大传染病疫情的医疗机构岗位价值分类分级评估体系以及与之相匹配的基于岗位价值和劳动强度相结合的医疗机构绩效管理新模式,以期为不同类型、不同级别医疗机构在重大传染病疫情暴发期间实施绩效管理变革提供理论支撑和借鉴。     

基于科室绩效评价的医院奖金分配系统变革

医院奖金分配制度始终随着医院改革的发展不断调整和完善[1] ,并为我国医院的更深层次变革和发展做出更大的贡献。本文将我院所进行的基于科室绩效评价的医院绩效工资分配模式介绍出来 ,希望能为持续变革提供一种新的思路和借鉴。一、我院开展科室绩效评价改革奖金分配的实践[2 5](一 )基于科室绩效评价的绩效工资分配模式的设计1.我院以科室、部门为单位 ,初步分为临床科室、医技科室、辅助科室 (主要包括不创收但以前划归医技类的科室 ,如统计室、病案室等 )和行政后勤部门 4个部分进行分别设计 ,对每科室、每部门均建立自己的绩效评价和…     

Large-scale organizational and managerial change in health care: a review of the literature

This paper takes an overview of the organizational and managerial literature on recent large-scale change efforts within health care organizations. Such literature refers to issues of enhanced policy significance, as a succession of such changes has swept through health care, at an international level. Interpretive and case study method have been widely employed in this field. While the literature is emergent, key empirical concerns can be identified: (1) Changing roles and relationships, with the rise of management and the challenge to clinical domination; some argue that radical deprofessionalization now is evident, while others take a more nuanced view. (2) The impact of marketization, with health care becoming more of a commodity; various models of a health care 'quasi market' have been formulated. (3) Understanding the process of change in health care organizations, such as the development of a management of change literature. New theoretical frameworks have been developed, notably 'the reform cycle' as a way of understanding progressive cycles of organizational reform, the impact on health care of the rise of the new public management, and examining the demedicalization thesis through the more generic literature on professions. The paper concludes with a discussion of what this research base could contribute to policy-making.     

Reform. A change is coming

The attitude of managers to change, and the way they support staff, is crucial to effective NHS reform. Effective communication and taking staff opinions into account is also key. Concerns over the fitness for purpose programme, and the drive to encourage PCTs to commission from private providers, have added to fears about change management.     

医院药剂管理模式在新医改下的改变

目的：探究新医改下的医院药剂管理模式改变。方法选取我院新医改前后的处方作为研究对象,观察医院的药剂管理现状,以及医改对医院药剂管理影响进行分析,研究新医改下药剂管理模式。结果医院药剂管理在新医改前后医疗质量、用药安全率以及药品的流通速率得到了很大的提高,（P＜0.05）,具有统计学意义。结论在新医改下医院的药剂管理模式改变后,医疗服务得到了很大的提升,具有很高的运用价值。     

Exploring the neglected and hidden dimensions of large‐scale healthcare change

Forms of large‐scale change, such as the regiona l re‐distribution of clinical services, are an enduring reform orthodoxy in health systems of high‐income countries. The topic is of relevance and importance to medical sociology because of the way that large‐scale change significantly disrupts and transforms therapeutic landscapes, relationships and practices. In this paper we review the literature on large‐scale change. We find that the literature is dominated by competing forms of knowledge, such as health services research, and show how sociology can contribute new and critical perspectives and insights on what is for many people a troubling issue.     

Doctors and population change: a strategy for action

The doctors' role in population change was discussed at conference in Stockholm organized by the World Medical Association. Various roles for doctors in population change were presented in a document called "A strategy for Action". These roles included: 1) fertility regulation, 2) family counselling, 3) teaching and education (both in schools and in the community), 4) research in fertility regulation, and 5) leader in the community, the health team, and health services. Doctors can also play important roles in social legislation, particularly in areas of law-making which will have direct medical consequences. Legal reform instituted and directed by physicians is stressed as a very important function for doctors. The status of a physician in society often provides him or her with an important ability to initiate and advocate legal reform for socially preferred and demonstrated needs.     

论当前国有医院成本优势的变化

随着医疗服务市场的发展,国有医院的成本优势将发生变化,要素价格和人力成本将显著上升,大大降低其竞争力.因此,国有医院必须通过技术创新、体制改革和管理变革来压缩成本,使医院的利润由主要来自于垄断性和资源性利润,向经营性利润转变.     

Western organizational change capacity theory and its application to public health organizations in China: A multiple case analysis

As health reform becomes a crucial task for both Chinese and United States government, public health organizations are required to adopt changes based on reform policy. Organizational Change Capacity theory is a Western theory that indicates the capacities that organizations should possess when pursuing successful organizational change. This study seeks to understand the applicability of this theory to Chinese public health organizations by contrasting organizations that have achieved success or remained challenged in implementing organizational change to optimize health reform. The research questions are: Is the Organizational Change Capacity theory applicable in Chinese public health organizations? How should it be modified to best fit Chinese public health organizations? Seventy‐two participants from 12 public health organizations in Beijing and Xi'an were recruited for interviews and follow‐up questionnaires that asked for experiences during their organizational changes. During the analysis, a new Chinese Organizational Change Capacity theory with nine main themes emerged. This new framework provides a guideline for Chinese public health organizations to evaluate their change capacity, and offers a theoretical foundation for researchers to design interventions that increase these organizations' capacity in achieving successful change.     

Managing strategic service change in the NHS.

This paper reports some early findings from a major research project which explores strategic service change in the NHS in the post-Griffiths era. We begin by briefly reviewing the relevant literature on change and general management in the NHS, and go on to outline the particular features of the research design. We then isolate some key emergent themes from a preliminary analysis of the data, highlighting two themes in greater depth. In our final section, we will attempt to reflect on some of the common factors associated with the achievement of strategic change. The project is funded by the NHSTA and a consortium of eight Regional Health Authorities.