分析价分析体系建立健全医院立体化绩效考核评.pdf

词·清平乐 禁庭春昼，莺羽披新绣 . 百草巧求花下斗，只赌珠玑满斗。 日晚却理残妆，御前闲舞霓裳 .谁道腰肢窈窕 ,折旋笑得君王 . 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 1 especially when health care reform is earnestly called for by the medical market with intensive competition 。 The development of 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 manag