HD医院发展战略研究
摘要
随着我国社会主义市场经济的建立和不断完善,医疗服务市场也随着经济的高速发展而持续快速增长。在人民生活水平日益提高的同时,人们对医疗服务的需求也在不断提高。此外,随着医疗体制改革的不断深入,医疗市场的竞争日趋激烈,医院面临着宏观政策、社会经济和科学技术等内外环境的巨大变化。在这种情况下,医院要生存和发展,必须进行合理的长期规划,对自身的优势与劣势、面临的机遇与挑战有全面和深入的认识,运用战略管理的思想和方法来指导医院发展。
战略管理是面向未来的决策,能够指导医院科学合理定位、统一发展目标、明确发展措施和制定行动重点。战略管理的理念和方法已经成为各家医院生存和可持续发展的决定性因素。制定出符合自身具体情况的最优战略对于医院在竞争中赢得优势,实现可持续发展具有极为重要的现实意义。
本文首先阐述了战略管理的基本理论和方法,并介绍了战略管理在医院管理中所发挥的重要作用和医院战略管理的现状。然后,本文重点对上海市区一家综合性二级医院(HD医院)进行全面的战略分析,对医院所处的宏观政策环境、经济运行环境、医院地理位置、医疗资源配置、社会文化环境和医疗技术环境等外部环境进行综合分析,并借助于波特的五力模型对医院所面临的医疗产业环境进行了分析,再对医院人力资源、实物资源、经营现状和业务能力等医院的内部环境进行了全面分析。最后,本文运用现代战略管理理论和SWOT分析等战略分析工具,紧密结合医院实际情况,提出了适合HD医院发展的战略—差异化集中战略,并据此进一步阐述了HD医院实施其发展战略的管理体系,对HD医院和类似医院的可持续发展具有积极的参考价值。
With the socialist-market economy established and improving continuously in our country, the medical service market maintains a good momentum of growth. The standard of living in our country has been perceptibly improving. People's demand for medical services is also on the rise. Furthermore, with the advancement of medical system reform and the fierce competition of the medical service market, hospitals are facing dramatically changing political, economical, social, and technological environments. In order to survive and develop, hospitals need long-term planning, managed with a strategic concept to fully realize; their own strengths and weaknesses, opportunities and threats they must face, along with the use of strategic management ideas and methods to guide the development of the hospital.
Strategic management is a future-oriented decision. It can guide hospitals to scientifically and rationally decide their own position in the medical service market. It also can help hospitals to reach a consensus by clarifying the criteria and priorities for future development. To various hospitals, strategic management concepts and methods have become a decisive factor for survival and sustainable development. It provides an optimal strategy according to each situation, and it can give an extremely realistic and practical meaning.
At the beginning, this paper describes the basic theory and methods of strategic management, how strategic management plays an important role in hospital management and the status of the hospital's own strategic management. Then, this paper makes a comprehensive strategic analysis on a mid-level general hospital (HD Hospital), located in an urban district of Shanghai. The external environment is analyzed comprehensively. It corresponds with HD Hospital's macro-policy environment, economic environment, location, health care resource allocation, social-cultural environment, medical-technology environment, and so on. Then, by the use of Porter's five forces model, it analyzes the hospital faced by the medical industry environment. Finally, it provides a comprehensive analysis, on the hospital's internal environment, about human resources, physical resources, operating status, and operational capacities. Based on this analysis, it discusses the current situation and the survival of HD hospital in the internal and external environment, through the use of modern strategic management theory, SWOT analysis, and strategic analysis tools. In close connection with the actual situation in the hospital, it puts forward the strategy for HD Hospital's Development - focused differentiation strategy accordingly, to further elaborate for HD hospital in order to better implement their development strategies and management system. This will benefit HD Hospital and similar hospitals with the sustainable development of a positive reference value.
战略管理是面向未来的决策,能够指导医院科学合理定位、统一发展目标、明确发展措施和制定行动重点。战略管理的理念和方法已经成为各家医院生存和可持续发展的决定性因素。制定出符合自身具体情况的最优战略对于医院在竞争中赢得优势,实现可持续发展具有极为重要的现实意义。
本文首先阐述了战略管理的基本理论和方法,并介绍了战略管理在医院管理中所发挥的重要作用和医院战略管理的现状。然后,本文重点对上海市区一家综合性二级医院(HD医院)进行全面的战略分析,对医院所处的宏观政策环境、经济运行环境、医院地理位置、医疗资源配置、社会文化环境和医疗技术环境等外部环境进行综合分析,并借助于波特的五力模型对医院所面临的医疗产业环境进行了分析,再对医院人力资源、实物资源、经营现状和业务能力等医院的内部环境进行了全面分析。最后,本文运用现代战略管理理论和SWOT分析等战略分析工具,紧密结合医院实际情况,提出了适合HD医院发展的战略—差异化集中战略,并据此进一步阐述了HD医院实施其发展战略的管理体系,对HD医院和类似医院的可持续发展具有积极的参考价值。
With the socialist-market economy established and improving continuously in our country, the medical service market maintains a good momentum of growth. The standard of living in our country has been perceptibly improving. People's demand for medical services is also on the rise. Furthermore, with the advancement of medical system reform and the fierce competition of the medical service market, hospitals are facing dramatically changing political, economical, social, and technological environments. In order to survive and develop, hospitals need long-term planning, managed with a strategic concept to fully realize; their own strengths and weaknesses, opportunities and threats they must face, along with the use of strategic management ideas and methods to guide the development of the hospital.
Strategic management is a future-oriented decision. It can guide hospitals to scientifically and rationally decide their own position in the medical service market. It also can help hospitals to reach a consensus by clarifying the criteria and priorities for future development. To various hospitals, strategic management concepts and methods have become a decisive factor for survival and sustainable development. It provides an optimal strategy according to each situation, and it can give an extremely realistic and practical meaning.
At the beginning, this paper describes the basic theory and methods of strategic management, how strategic management plays an important role in hospital management and the status of the hospital's own strategic management. Then, this paper makes a comprehensive strategic analysis on a mid-level general hospital (HD Hospital), located in an urban district of Shanghai. The external environment is analyzed comprehensively. It corresponds with HD Hospital's macro-policy environment, economic environment, location, health care resource allocation, social-cultural environment, medical-technology environment, and so on. Then, by the use of Porter's five forces model, it analyzes the hospital faced by the medical industry environment. Finally, it provides a comprehensive analysis, on the hospital's internal environment, about human resources, physical resources, operating status, and operational capacities. Based on this analysis, it discusses the current situation and the survival of HD hospital in the internal and external environment, through the use of modern strategic management theory, SWOT analysis, and strategic analysis tools. In close connection with the actual situation in the hospital, it puts forward the strategy for HD Hospital's Development - focused differentiation strategy accordingly, to further elaborate for HD hospital in order to better implement their development strategies and management system. This will benefit HD Hospital and similar hospitals with the sustainable development of a positive reference value.
引文
[1]斯蒂芬·P·罗宾斯 & 玛丽·库尔特[美]:管理学[M].北京:中国人民大学出版社,孙健敏 等译 第7版2004
[2]项保华:战略管理--艺术与实务[M].北京:华夏出版社,第3版2004
[3]薛迪.我国医院战略管理实践的基础[J].中国医院管理,2004,24(7):13-15
[4]陈仕学.以法律推进医疗改革 实现医疗服务的公平[J].中国医院管理,2008,28(2)5-7
[5]现代管理词典编委会:现代管理词典[M].武汉:武汉大学出版社,2006
[6]中华人民共和国卫生部网站:http://www.moh.gov.cn/publicfiles//business/htmlfiles/wsb/index.htm
[7]世界卫生组织(WHO)网站:http://www.who.int/zh/
[8]杨文杰.医疗纠纷民事责任的法律适用[J].临床误诊误治,2008,21(2):11-13
[9]张鹭鹭.卫生资源配置机制研究的现状与发展[J].第二军医大学学报,2003,24(10):1045-1047
[10]上海市统计局网站:http://tjj.sh.gov.cn/2008shtj/index.asp
[11]董芬,水黎明,王俊.对应分析在城区居民就诊单位选择及其影响因素研究中的应用[J].中国卫生统计,2007,24(4):391-392
[12]李鸿光.关于民营医院发展问题的探讨[J].经济研究参考,2003,82:45-48
[13]曹荣桂.医院管理新编[M].北京:北京大学医学出版社,第1版2009
[14]刘庆忠,贺爱燕,李向红.强化质量完善服务构建和谐医院[J].中国卫生质量管理,2007,14(2):21-23
[15]詹姆斯P.沃麦克[美]&丹尼尔T.琼斯[英]:精益思想[M].北京:机械工业出版社,沈希瑾 等译 第1版2008
[16]隋洪林,张洪才.医疗服务流程再造[J].中国卫生质量管理,2005,12(1):42-44
[17]丹尼斯·舍伍德[美]:系统思考修订版[M].北京:机械工业出版社,邱昭良 等译第2版2008
[18]林方才,赵京湘.谈员工满意和病人满意之间的和谐关系[J].中华医院管理杂志,2008,24(1):15-16
[19]杨雪君,李春黎,张怡.关注医院细节管理[J].中国卫生质量管理,2008,15(5):44-46
[20]朱元春,曾炜.医院品牌建设的实践与体会[J].中国医院管理,2007,27(1):47-48
[21]易学明.以人才培养和学科建设为牵引 建设创新型医院[J].中国医院管理,2008,28(3):44-45
[22]彭卓.医疗机构如何运用市场营销策略[J].医院管理论坛,2005,22(3):50-51
[23]陈金雄,吴学贵,刘雄飞,等.我院信息化建设的总体规划与实施[J].中华医院管理杂志,2002,18(5):270-273
[24]彼得·圣吉[美]:第五项修炼--学习型组织的艺术与实务[M].上海:上海三联书店,郭进隆译,杨硕英 审校 第2版1998
[25]朱惠蓉.医院知识型员工激励机制的探索与实践[J].上海中医药大学学报,2008,22(2):65-68
[26]宋炜,许萍,张鹭鹭,等.构建医院文化培育医院核心竞争力[J].中华医院管理杂志,2003,19(1)8-9
[2]项保华:战略管理--艺术与实务[M].北京:华夏出版社,第3版2004
[3]薛迪.我国医院战略管理实践的基础[J].中国医院管理,2004,24(7):13-15
[4]陈仕学.以法律推进医疗改革 实现医疗服务的公平[J].中国医院管理,2008,28(2)5-7
[5]现代管理词典编委会:现代管理词典[M].武汉:武汉大学出版社,2006
[6]中华人民共和国卫生部网站:http://www.moh.gov.cn/publicfiles//business/htmlfiles/wsb/index.htm
[7]世界卫生组织(WHO)网站:http://www.who.int/zh/
[8]杨文杰.医疗纠纷民事责任的法律适用[J].临床误诊误治,2008,21(2):11-13
[9]张鹭鹭.卫生资源配置机制研究的现状与发展[J].第二军医大学学报,2003,24(10):1045-1047
[10]上海市统计局网站:http://tjj.sh.gov.cn/2008shtj/index.asp
[11]董芬,水黎明,王俊.对应分析在城区居民就诊单位选择及其影响因素研究中的应用[J].中国卫生统计,2007,24(4):391-392
[12]李鸿光.关于民营医院发展问题的探讨[J].经济研究参考,2003,82:45-48
[13]曹荣桂.医院管理新编[M].北京:北京大学医学出版社,第1版2009
[14]刘庆忠,贺爱燕,李向红.强化质量完善服务构建和谐医院[J].中国卫生质量管理,2007,14(2):21-23
[15]詹姆斯P.沃麦克[美]&丹尼尔T.琼斯[英]:精益思想[M].北京:机械工业出版社,沈希瑾 等译 第1版2008
[16]隋洪林,张洪才.医疗服务流程再造[J].中国卫生质量管理,2005,12(1):42-44
[17]丹尼斯·舍伍德[美]:系统思考修订版[M].北京:机械工业出版社,邱昭良 等译第2版2008
[18]林方才,赵京湘.谈员工满意和病人满意之间的和谐关系[J].中华医院管理杂志,2008,24(1):15-16
[19]杨雪君,李春黎,张怡.关注医院细节管理[J].中国卫生质量管理,2008,15(5):44-46
[20]朱元春,曾炜.医院品牌建设的实践与体会[J].中国医院管理,2007,27(1):47-48
[21]易学明.以人才培养和学科建设为牵引 建设创新型医院[J].中国医院管理,2008,28(3):44-45
[22]彭卓.医疗机构如何运用市场营销策略[J].医院管理论坛,2005,22(3):50-51
[23]陈金雄,吴学贵,刘雄飞,等.我院信息化建设的总体规划与实施[J].中华医院管理杂志,2002,18(5):270-273
[24]彼得·圣吉[美]:第五项修炼--学习型组织的艺术与实务[M].上海:上海三联书店,郭进隆译,杨硕英 审校 第2版1998
[25]朱惠蓉.医院知识型员工激励机制的探索与实践[J].上海中医药大学学报,2008,22(2):65-68
[26]宋炜,许萍,张鹭鹭,等.构建医院文化培育医院核心竞争力[J].中华医院管理杂志,2003,19(1)8-9