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1.
加强医院文化建设促进医院又好又快发展   总被引:1,自引:0,他引:1  
经过几届领导班子的共同努力,徐州市妇幼保健院近年来得到了较快发展,但制约医院发展的瓶颈问题还比较突出。为进一步提升医院核心竞争力,实现又好又快发展,笔者认为必须坚持贯彻落实科学发展观,转变发展观念,理清发展思路,创新发展模式,坚持用前瞻陛眼光谋发展,科学统筹创品牌,瞄准一流搞建设。  相似文献   

2.
要引领医疗事业发展,领导班子是关键.因此,要把思想政治建设建设作为推进领导班子建设的重中之重,在理论武装、能力建设和作风建设等方面切实抓好领导班子思想政治建设,通过解放思想、提升素质、创新管理、落实制度等举措,不断将领导班子思想政治建设成果转化为推进医院科学发展、率先发展、和谐发展的不竭动力.  相似文献   

3.
从五个方面探讨如何建设"五型"领导班子,即:建设"学习型"领导班子,夯实管理的理论基石;建设"和谐型"领导班子,增强班子的团队凝聚力;建设"创新型"领导班子,开拓医院发展新途径;建设"务实型"领导班子,发扬真抓实于、求真务实的工作作风;建设"廉洁型"领导班子,树立清正廉洁、作风过硬的班子形象,促进医院事业又好又快发展.  相似文献   

4.
试论科学的医院发展观   总被引:13,自引:1,他引:13  
发展是我们党执政兴国的第一要务,也是摆在医院管理工作者面前的首要任务.向什么方向发展,怎样发展,如何加快发展,几乎是每个医院领导都在不断思考但又常常受到困扰的问题.要对医院的发展问题作出全面正确的回答,医院主要领导者以及整个领导班子就必须牢固树立科学的发展观.  相似文献   

5.
1 科学、合理的结构是建设团结高效的医院领导班子的基础从管理学理论看 ,结构决定状态。党政领导班子职位的设置是否科学 ,成员结构是否合理 ,职责分工是否恰当 ,内部协作关系是否优良 ,是体现一个医院党政领导班子团结高效的先决条件 ,直接影响着领导班子整体领导功能的发挥。要建设一个好班子 ,最根本的是要搞好班子的政治思想工作。随着卫生改革的不断深入 ,党组织在医院发展中必须加强政治核心作用 ,以促进医院发展。我院建立了一个结构完整的组织网络系统 ,院长被选为党委副书记 ,党委书记任命为副院长 ,起到相互监督协同配合的作用…  相似文献   

6.
医院的建设和发展离不开廉政建设和反腐败斗争,做好这项工作必须坚持“标本兼治,教育是基础”的精神。为此,我们根据医院的特点,结合实际,着重做了以下几方面工作,促进了医院的发展。 1 坚持教育为主,提高职工素质 1.1 领导班子全体成员认真学习邓小平党风廉政建设和反腐败理论及党中央、国务院下发的《关于实行党风廉  相似文献   

7.
哈尔滨市红十字中心医院的前身是哈尔滨市妇产医院,已 有50余年的建院历史。经过几十年、几代人的努力,医院发生 了天翻地覆的变化。特别是近年来,在以吴荣泰院长为首的新 一届领导班子的带领下,医院紧紧把握"发展是第一要务"的工 作思路,坚持科学的发展观,视质量、服务为医院发展的生命 线,注重品牌建设、提高综合实力,探索经营规律、鼓励技术创  相似文献   

8.
医院的发展首先取决于医院管理,医院管理既是一门科学,又是一门艺术.科室领导班子的建设对医院管理至关重要,通常也是一个薄弱环节.保证科室的整体素质能适应卫生事业发展的要求,努力探讨管理中带有规律性的方法,对科主任的工作具有积极的意义.  相似文献   

9.
从管理学理论出发,认为科学、合理的结构是建设团结高效的医院领导班子的客观基础;增强整体效能是建设团结高效的医院领导班子的关键条件;搞好周期性调整是创造医院领导班子良好团结状况的有效途径;加强制度建设是搞好班子内部团结的坚强保证。  相似文献   

10.
医院院长的岗位是关键性的重要岗位,是受人尊敬的岗位,当过院长的人都有共同的体会,医院的院长不好当,军队医院的院长就更难当。医院要发展,领导力是关键,院长在率领并引导医院建设的过程中,既要勇于登高望远,制定科学的既定目标和发展蓝图,又要把决策与统筹有效结合,保证大家心齐、力均、劲足,从而有效提高员工的执行力。因此,医院领导班子必须在院长的带领下以良好的形象感染人,以优良的作风带动人,以科学的机制管理人。在医院建设上要注重打好硬件与软件两个基础,服务好内部员工与外部顾客两种人,提高员工满意度与顾客信任度,形成内部凝聚力和外部吸引力,坚持品牌取胜与质量取胜,努力争当团结奋进的领导集体,发挥“火车头”作用,履行“中军帐”职责。  相似文献   

11.
Effective leadership in hospitals is widely recognized as the key to organizational performance. Clinical, financial, and operational performance is increasingly being linked to the leadership practices of hospital managers. Moreover, effective leadership has been described as a means to achieve competitive advantage. Recent environmental forces, including reimbursement changes and increased competition, have prompted many hospitals to focus on building leadership competencies to successfully address these challenges. Using the resource dependence theory as our conceptual framework, we present results from a national study of hospitals examining the association of organizational and market factors with the provision of leadership development program activities, including the presence of a leadership development program, a diversity plan, a program for succession planning, and career development resources. The data are taken from the American Hospital Association's (AHA) 2008 Survey of Hospitals, the Area Resource File, and the Centers for Medicare & Medicaid Services. The results of multilevel logistic regressions of each leadership development program activity on organizational and market factors indicate that hospital size, system and network affiliation, and accreditation are significantly and positively associated with all leadership development program activities. The market factors significantly associated with all leadership development activities include a positive odds ratio for metropolitan statistical area location and a negative odds ratio for the percentage of the hospital's service area population that is female and minority. For-profit hospitals are less likely to provide leadership development program activities. Additional findings are presented, and the implications for hospital management are discussed.  相似文献   

12.
军队中小医院的发展面临着种种压力和挑战,能否克服困难,实现全面、健康、快速、可持续发展,很大程度取决于院长的领导力。本文阐述提升院长领导力在军队中小医院发展中的价值,以及院长领导力的概念和内涵,并提出应从勤于学习、勇于实践、乐于反思、善于合作等途径,入手着力提高军队中小医院院长领导力。  相似文献   

13.
以科学发展观统领医院的改革与发展   总被引:11,自引:8,他引:3  
改革开放30年,我国医院建没取得巨大成就,但也面临一些新的挑战.当前,迫切需要在科学发展观的指引下继续深化改革,加强医院文化、质量、科技、人才以及执政能力建设,推动医院又好又快发展,为构建社会主义和谐社会服务.  相似文献   

14.
领导力是现代医院实现创新转型的关键环节,其理论随着实践不断发展.分析了领导力的内涵和现代医院领导力的创新本质,并从组织文化、发展战略、信息化领导力和职业化管理四个方面探讨了领导力建设内容,并介绍了医院领导力建设成效以及下一步发展方向.  相似文献   

15.
医疗质量和服务品质是医院转型发展和内涵提升的根基.抓好品质管理,是医院建设发展的关键.针对新时期下,医院转型发展的客观需要,结合医院在品质管理工作中的一些做法和经验,从建强管理体系、突出重点环节、创新管理措施、浓厚品质文化等方面提出一些有效的举措,倡导医院注重医学伦理,为构建 "以人为本"的医疗服务新模式,推动医院持续健康发展提供有力的保障.  相似文献   

16.
Japanese health care is characterized by a pluralistic system with a high degree of private producers. Central government regulates the prices and the financing system. All citizens are covered by a mandatory employment-based health insurance operating on a nonprofit basis. The consumer has a free choice of physician and hospital. A comparison between Japan, Sweden and some other countries shows significant dissimilarities in the length of stay, number of treatments per hospital bed and year and the staffing of hospitals. About 80 per cent of the hospitals and 94 per cent of the clinics are privately owned. The typical private hospital owned by a physician has less than 100 beds In this paper, data collected (1992/93) in an empirical study of Japanese hospitals and their leadership is presented. Also discussed are the hospitals' style of management, tools and strategies for competition and competences—personal and formal skills required of the leadership in the hospital There follows a study of ten hospitals, among which hospital directors and chief physicians were interviewed. Interviews are also made with key persons in the Ministry of Health and Welfare and other organizations in the health care field. The result is also analysed from a cultural perspective—‘what kind of impact does the Japanese culture have on the health care organization?’ and/or ‘what kind of sub-culture is developed in the Japanese hospitals’. Some comparisons are made with Sweden, USA, Canada and Germany. The different roles of the professions in the hospital are included in the study as well as the incentives for different kinds of strategies — specialization, growing in size, investments in new equipment, different kind of ownership and hospitals. Another issue discussed is the attempt to uncover whether there is an implicit distribution of specialities—silent agreements between hospitals, etc.  相似文献   

17.
Rural hospitals have used numerous strategies over the past several decades to recruit and retain physicians. These have included providing physicians economic incentives, immigration status, professional and technical support and establishing rural training tracks (RTT) in family practice residency programs. This paper presents the experience of an isolated rural region in southwestern New York state that has employed each of these strategies in the past decade. Success as measured by the change in size of the medical staff, hospital operating margins, admissions and employment occurred only after the emphasis changed from meeting hospital needs to physician needs. Pivotal to this strategy was the nurturing and development of an RTT. Investment in the residency program required strong leadership to ensure the political, financial and operational commitment of its affiliated hospital. In addition, the RTT required an affiliation with a financially viable, full-service hospital, a strong on-site chief of service, family physicians who performed cesarean sections, midlevel providers and practitioners dedicated to the mission of teaching.  相似文献   

18.
Taking a failing hospital from the brink of financial ruin and turning it into a thriving, profitable entity takes more than a dose of good luck. It takes a strong leader who has the vision, determination and skill to execute a successful turnaround and put that hospital back on track. In addition to addressing financial factors, an effective leader will promote a good working relationship between the hospital management, board, staff, patients, caregivers and community members. Following are seven California hospitals that have all faced financial crises in recent years. These hospitals have made the transition out of the red and into the black with the kind of leadership that relies on trust, teamwork, common sense and ingenuity.  相似文献   

19.
The WAMI Rural Hospital Project (RHP) intervention combined aspects of community development, strategic planning and organizational development to address the leadership issues in six Northwest rural hospitals. Hospitals and physicians, other community health care providers and local townspeople were involved in this intervention, which was accomplished in three phases. In the first phase, extensive information about organizational effectiveness was collected at each site. Phase two consisted of 30 hours of education for the physician, board, and hospital administrator community representatives covering management, hospital board governance, and scope of service planning. In the third phase, each community worked with a facilitator to complete a strategic plan and to resolve conflicts addressed in the management analyses. The results of the evaluation demonstrated that the greatest change noted among RHP hospitals was improvement in the effectiveness of their governing boards. All boards adopted some or all of the project's model governance plan and had successfully completed considerable portions of their strategic plans by 1989. Teamwork among the management triad (hospital, board, and medical staff) was also substantially improved. Other improvements included the development of marketing plans for the three hospitals that did not initially have them and more effective use of outside consultants. The project had less impact on improving the functioning of the medical chief of staff, although this was not a primary target of the intervention. There was also relatively less community interest in joining regional health care associations. The authors conclude that an intervention program tailored to address specific community needs and clearly identified leadership deficiencies can have a positive effect on rural health care systems.  相似文献   

20.
A national agenda for health care quality is unfolding but there is concern about inadequate progress on improving quality in hospitals. The 2003 Institute of Medicine report calls for transformational leadership in health care organizations to change systems and processes underlying quality. The key question is: Who will provide leadership in hospitals? A natural choice is the board of trustees on account of its legal responsibility for quality and its authority over medical staff and administration. This article describes several barriers to board leadership on quality and suggests strategies by which boards can lead the campaign for quality. Barriers include trustee ignorance, trustee insecurity, board inattention, poor board-physician communication, fragmented information on quality, traditional medical staff structure, lack of professional management of quality, and lack of investment. Strategies for hospital board leadership should include preparing to lead, self-education, visible participation in quality activities, activism, role clarification, increased informal dialogue with physicians, medical staff reform, creation of a quality management department, instituting high-quality standards, and external quality audit. Boards face a historic opportunity to transform hospital quality backed by a strong legal mandate.  相似文献   

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