试论医院人文服务中的组织管理

医务人员的服务行为受到医院组织环境和管理模式的影响,即组织管理决定医院人文服务的规范性和持续性,组织驱动力也是医务人员开展服务创新的重要驱动因素。医院人文服务管理包括运营管理、服务要素管理和服务绩效管理三个方面。服务要素管理是提供的后台支撑,是服务运营管理的载体;服务运营的状态是服务要素管理效果的表现;服务运营管理和服务要素管理的质量水平要通过服务绩效来予以考核。三个因素构成了一个完整的人文服务组织管理体系,确保医院人文服务实现全员化、持续化和规范化、程序化的模式。     

基于精益医疗理念的组织绩效管理实践

为患者提供有价值的医疗服务是医院战略发展的核心.本文重点介绍基于精益医疗理念的公立医院精益绩效管理体系构建与实践的经验.通过明晰公益性组织战略,建立价值导向型的指标体系,全员参与、自我修正的精益运营绩效过程管理,强化运营指标的实时评估反馈与快速响应,健全绩效管理配套的制度机制和智慧化信息支撑等6项具体举措,强调赋能职工...     

基于PDCA闭环的医院组织绩效管理研究

PDCA闭环管理是提升组织绩效的关键,贯穿组织绩效管理的全过程,是开展组织绩效管理的核心所在。笔者从医院运营管理实际出发,从PDCA闭环的角度,系统分析目前医院组织绩效管理的现状及存在的问题,并针对性地提出改进建议,最终目的是为提升医院组织绩效水平提供借鉴支持。     

加强国有医院财务管理的有效途径

随着我国社会主义市场经济体制的确立和社会保障制度改革的深化,国有医院市场化改革势在必行。卫生资源在“物性”服务要素方面已经实现了市场化配置,劳动力、技术要素、管理要素必将随着医药卫生体制改革的深化,逐渐走向市场。国有医院面临市场化改革,如何有效地筹划财务管理工作就显得日益迫切和重要。1实施全面成本管理,构建国有医院低成本经营优势实行成本核算,加强成本管理是改善国有医院经营管理,降低运营成本,提高服务质量和资源配置效率的有效手段;同时,对医院组织结构优化和改造医疗服务流程有促进作用。1.1开展成本核算和成本分析…     

以精细化绩效管理加强医院运营管理的实践

目的:通过精细化绩效管理,加强医院运营管理,以提高医院运营效率和效益,促进医院高质量发展。方法:实施精细化绩效管理改革,对绩效全过程进行管理,发挥绩效对医院运营管理的导向激励作用。结果:医务人员积极性提高,业务量稳步增长,收入结构良性调整,成本控制效果明显,运营管理理念得到认可。结论:精细化绩效管理能够有效提升医院各方面管理水平,促进医院运营效率和效益提升。     

浅析医院绩效管理中的人文要素

卫生部等五部委《关于公立医院改革试点的指导意见》要求,完善人员绩效考核制度。试行岗位绩效工资,体现医务人员的工作特点．充分调动医务人员的积极性。这使绩效管理成为医院管理的一项迫在眉睫的、重要的基础性工作．成为医院实现战略目标的重要步骤和构筑医院核心竞争力的重要部分。在医院绩效管理中如何把握人文要素．是当前医院管理者面临的重要课题。     

医院绩效管理功能分析与应用

绩效是指既定目标的完成情况，而绩效管理是对绩效实现过程各要素的管理，它是基于医院战略基础之上的一种管理活动。绩效管理是通过对医院战略的建立、目标分解、业绩评价，并将绩效成绩应用于医院日常管理活动中，以激励员工业绩持续改进并最终实现组织战略、目标的一种正式管理活动。     

南京市江宁医院“1+4”绩效考核的实践

随着医院改革发展和管理的不断进步，绩效管理在医院得到了有效的运用和发展。绩效管理是管理组织绩效的过程，是为组织提供实现战略目标的管理路径。考核是绩效管理中一个重要环节。自2006年起，医院采用了“1＋4”绩效考核模式——“1”指效率效益考核，“4”指服务、技术、质量、安全考核，经过近三年的探索和实践，医院绩效管理取得了较好的效果，现将我们的做法做一介绍。     

医院绩效管理研究与实践

目的 通过绩效管理激励员工,优化卫生资源配置,降低服务成本,提升医院综合实力.方法 采用病例组合、RBRVS和总额预算方法进行绩效工资核算;采用综合评价法和平衡计分卡法进行绩效考评.结果（1）建立了以病种数量、技术难度、费率、平均住院日、成本比和满意度为核心的月绩效分配模式;（2）建立了院、科两级的年度绩效考评体系.结论 医院绩效管理关键是以岗定薪、以绩定酬.医院绩效管理的实施既突出了公立医院的公益性,又充分调动了医务人员的积极性.     

基于"战略-组织-职位-绩效-薪酬-素质"管理模式的研究型医院临床科学家培养路径探索

研究型医院建设,研究型人才是关键.临床科学家以其医疗、教学和科研"多面手"身份,在医院学科建设中发挥着核心的作用,是研究型医院人才队伍核心竞争力的重要标识.基于战略、组织、职位、绩效、薪酬、素质六大要素的管理模式,从医院战略、组织结构、职位分析、绩效考评、薪酬设计、素质管理多维度探讨研究型医院临床科学家的培养路径,并结...     

浅析推行居家养老医疗服务的关键环节

通过总结北京市羊坊店医院开展居家养老医疗服务三年来的经验,从变革管理角度浅析居家养老医疗服务模式推行过程中的关键环节。作为对社区医疗卫生服务内涵延伸的一种探索,居家养老医疗服务模式的推广有赖于全院上下的重视以及医院内部组织结构、制度及流程的建立与完善,需要获取社区居委会及居民的认同与支持,同时在发展过程中要求医院必须确保诊疗质量及安全、探索适宜性的服务模式与管理方法、实现服务效能的最大化,提高社区老年人口整体健康水平和生活质量。     

关注细节 强化医院科教部门服务职能

科教部作为医院行政职能部门之一,具有管理和服务两大功能。本文主要关注科教部门的服务功能。科教工作人员关注细节,转变观念,以“服务对象至上”,改进服务态度、深入医务人员了解服务需求,在科室内部对对服务内容再分工;利用信息化手段简化服务流程,方便临床医务工作者查询科教信息。一系列措施增强了科教工作人员的工作主动性,提高了临床医务人员满意度,从而促进科教管理功能的有效实现。     

医院服务质量管理

提高医院服务质量是新形势下加强医院内涵建设,提高医院竞争力的有效方法。通过阐述与运用服务质量与顾客满意的管理理念和原则,对医院医疗服务质量概念、提高医院服务质量认识以及将服务质量作为医院质量发展战略等内容进行了探讨。     

Focusing on the software of managing health workers: what can we learn from high commitment management practices?

Knowledge of what constitutes best practice in human resource management (HRM) in public‐oriented services is limited and the operational aspects of managing health workers at provision level have been poorly studied. The magnet hospital concept offers some insights into HRM practices that are leading to high commitment. These have been shown to lead to superior performance in not only industrial business firms, but also service industries and the public service. The mechanisms that drive these practices include positive psychological links between managers and staff, organizational commitment and trust. Conditions for successful high commitment management (HiCoM) include health service managers with a strong vision and able to transmit this vision to their staff, appropriate decision spaces for healthcare managers and a pool of reasonable well‐trained health workers. For this, adequate remuneration is the first condition. Equally important are the issues of cultural fit and of ‘commitment’. What would staff expect from management in return for their commitment to the organization? Salary buys indeed time of employees, but other practices ensure their commitment. Only if these drivers are understood will managers be able to make their HRM practices more responsive to the needs and expectations of the health workers. Copyright © 2007 John Wiley & Sons, Ltd.     

浅议公共关系学在医院管理中的重要作用

文章对公共关系学在我国现阶段医院管理中的重要作用作了初步的探讨 ,认为公共关系学能提高医院的知名度、美誉度 ,能增强医院职工的向心力、凝聚力和协调医院内外的各种关系 ,从而促进医院不断提高医疗服务质量。并就医院如何开展公共关系工作提出了初步设想     

Impact of critical care outreach services on the delivery and organization of hospital care

OBJECTIVES: To evaluate the impact of critical care outreach services on the delivery and organization of hospital care from the perspective of staff working in acute hospitals. METHODS: One hundred semi-structured interviews were undertaken with hospital staff who were either members of, or who came into contact with, the outreach service in eight hospitals in England. RESULTS: Outreach services had two main impacts on the delivery and organization of hospital care, reflecting the organizational and educational aims of the policy. First, on the organization of patient care: it was suggested that care was more timely, there were fewer referrals to the intensive care unit (ICU) and ICUs felt more able to discharge patients to hospital wards. There were also perceived to be improved links between ward nurses and medical teams and improved morale among ICU nurses. Second, on the confidence and skills of ward staff (nurses and junior doctors): increased contact on the wards resulted in more opportunities to share critical care skills. However, there remained concerns about the sustainability of improved skills and some respondents felt that junior doctors were becoming de-skilled. CONCLUSION: Critical care outreach services have had a positive impact on the delivery and organization of hospital care. In attempting to share critical care skills, however, these services can experience a tension between the aims of service delivery and education - a tension which is partly resolved by sharing skills in the clinical and organizational context of direct patient care.     

Sustainability of health care: a framework for analysis

This paper introduces a conceptual framework which can be used to study the sustainability of health services in developing countries. A health service is considered sustainable when operated by an organizational system with the long-term ability to mobilize and allocate sufficient resources for activities that meet individual or public health needs. The framework includes three clusters: (1) contextual factors, which outline the task and general environment of the services; (2) an activity profile, which describes the services delivered and the activities carried out to deliver them; and (3) organizational capacity, which shows the carrying ability (capability) of the organization in broad terms. In this framework, health care provision is seen as an open system model where five main factors determine how inputs are converted to outputs, linking them through feedback loops. These factors are aims, technology, structure, culture and process. The framework has proven useful in analyzing factors critical to sustainability, and in describing structures and processes both in basic public services and in private not-for-profit services. It should also be tested on more complex systems, such as national health care.     

The therapeutic value of fees: What do practitioners believe?

Theorists have proposed that out-of-ocket fee payment helps clients benefit from psychotherapy. 159 staff members of a public mental health agency completed a fee attitude survey. Aggregate results indicated neutral beliefs. Significant differences appeared by gender, population served, and organizational role. Women were less likely than men to endorse TVF beliefs. Addiction services staff held strongest TVF beliefs, child and adult mental health staffs were neutral, and victim services staff rejected TVF beliefs. Clinical service providers were less likely to endorse TVF concepts than were clinicians in management roles, and non-clinical support staff held the strongest TVF beliefs. By understanding the relationships between fee attitudes, organizational role, and populations served, mental health administrators may be better able to manage changes in fee procedures.     

掌握医疗服务多元性 拓展医院人性化服务

新时期医疗服务具有需求多元和过程复杂的特点,同时存在人文关怀、协作机制、服务创新等薄弱环节。医务工作者要掌握医疗服务的多元复杂性,坚持以病人为中心,以医疗质量和人文关怀为基础,采取有效措施,努力在服务项目、服务流程、服务语言、服务行为、服务设施和服务环境等方面实现人性化医疗服务的规范性、可感知和可持续。