|
|||||
|
|
| 战略·人本·文化--构建仁济医疗集团的核心竞争力 | |
| 引用本文： | 范关荣. 战略·人本·文化--构建仁济医疗集团的核心竞争力[J]. 中国医院, 2005, 9(4): 25-27 |
| 作者姓名： | 范关荣 |
| 作者单位： | 上海第二医科大学附属仁济医院,200002,上海浦东新区东方路1630号 |
| 摘 要： | 上海仁济医疗集团在公立医院体制改革中独辟蹊径,在一年时间内,连续托管了8家医院,并且在实践过程中进展迅速,运行平稳.本文从医院战略、人本、文化三者高度和谐统一构成了医院集团核心竞争力的角度,介绍了仁济医院集团在托管医院过程中,发挥"仁济"品牌所蕴涵的丰富价值以及医院集团的管理、品牌、技术和人才作用的做法与成效. |
| 关 键 词： | 核心竞争力 战略要素 医疗集团 优化资源配置 |
| 修稿时间： | 2005-01-18 |
Strategy, humanism and culture are the competition core force of Renji Hospital Group |
|
| Fan Guanrong. Strategy, humanism and culture are the competition core force of Renji Hospital Group[J]. Chinese Hospitals, 2005, 9(4): 25-27 | |
| Authors: | Fan Guanrong |
| Abstract: | Shanghai Renji Hospital Group has opened a new road for itself in reformation of government hospitals. This Group trusted 8 hospitals successively within one year and developed and operated steadily. This article introduces the great values of "Renji " brand in trusting hospitals, and the measures and achievements in managing the valued brand, technology and talents of the hospitals from aspects of harmonious combination of hospital strategy, humanism and culture. |
| Keywords: | Competition core force Elements of strategy Medical group Optimizing distribution of resources |
| 本文献已被 CNKI 万方数据 等数据库收录！ | |