建立健全医院立体化绩效考核评价体系.pdf

建立健全医院立体化绩效考核评价体系 On 3-Dimensioned Performance Assessment and Appraisal System 1、 前言： 1. Preface 在医疗改革呼声日益高涨和医疗市场竞争不断加剧的今天，医院 如何改变原有的运行管理模式，适应新形势的变化，提高医院的核心 竞争力，是医院管理者不可回避的重要问题。我国医院的发展经历了 从设备竞争——技术竞争——服务竞争——战略竞争的过程，目前正 向文化竞争发展。竞争就要有目标，目标是医院发展的方向，在当前 医疗市场的竞争中，实施目标管理是医疗机构保持竞争实力的最常用 方法之一，更是医院管理的最常用手段之一。由于目标管理事先有比 较明确的目标作为标准和动力，人们随时进行自我管理，并努力完成 既定的工作目标。目标管理辅以绩效考核的手段，可以督促人们在实 现目标过程中，及时调整方向进行资源整合，最终达到组织利益的实 现。 How can hospital transform the current mode of operation and management? How can hospital adapt itself to the new situation? How can hospital improve its central competitive strength? Those challenges have to be approached by hospital managers today especially when health care reform is earnestly called for by the medical market with intensive competition. The development of 1 hospitals in China has experienced the competition in equipment, technology, service and strategy respectively and now is getting into the cultural competition. Competition, of course, feels like an objective, which is the direction of a hospital. In the medical market competition, however, objective management is the most popular practice for a medical agency to maintain its competitive strength as well as to manage a hospital. As objective management cries out for a definite objective in advance, which serves as a standard and impetus, people can conduct self management at any time and strive to reach their goal. With help of performance appraisal, however, objective management may enhance timely adjustment of the course during realization of the objective to integrate resources and eventually to obtain benefits. 2、 相关背景资料： 2. Background 近十年来，随着国务院及其他政府部门相关医疗政策的出台，以 及中国加入 WTO 后医疗市场的逐步对外放开，国内的医疗行业状况 发生了巨大的变化。民营医院大量崛起，其中有些甚至收购了多家公 立医院；外资医院或机构正在大举入侵，其凭借独特的技术和服务优 势占得了不小的市场份额；随处可见的私人诊所和药店