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Health information dump post is the cell of the hospital, and post management is the most basic and core management of the hospital. With the transformation of medical institutions from identity management to post management, hospital post management has attracted more and more attention from managers. Performance appraisal is an important part of performance management and the main basis of performance salary distribution. This course brings together the essence of Zhang Ying's teaching of human resource management in China Europe International Management Center and Tsinghua University for many years, so that hospital managers can quickly master the important theories and related tools of post management and performance appraisal, which will certainly play a positive role in promoting hospital management! Main experts: Zhang Ying, chief researcher of China Europe International Hospital Management Institute, senior training lecturer of distinguished professor China Europe International Hospital Management Center of Tsinghua University Hospital Management, and chief researcher of China Europe International Hospital Management Institute. He has been the chief researcher of Jing Hui Management Research Institute and the chief consultant of Jing Hui Management Consulting Co., Ltd. in Tsinghua University and Zhejiang University all the year round. The course of hospital management is taught by the advanced seminar for hospital presidents sponsored by Huazhong University of Science and Technology and other universities. In the cadre training center of the Ministry of Health and some provincial and municipal health bureaus. Hospital management meetings and training courses organized by national trade associations. 10 Hospital Management Department has been released. Editor-in-chief and editor-in-chief of more than 30 books. Provided management consulting for more than 65,438+000 hospitals, trained more than 654.38+million students, and served as management consultant or dean consultant for more than 30 hospitals. The consulting and training fields are mainly hospital personnel consulting management, hospital marketing management, hospital culture management, management skills of middle-level cadres, influence of doctors, and improvement of service quality for all staff. Hospital 3S+3M Humanized Management System
The "3M+3S" humanistic management system in hospital includes two parts: external management system and internal management system:
1, hospital internal management system
Employee-centered internal management system, including:
(1)CM- hospital culture management
The so-called hospital culture refers to the spiritual wealth of the hospital with its own characteristics and characteristics of the times, and it is the values recognized and observed by hospital managers and employees.
Hospital culture is the soul of hospital management.
(2) hospital management strategy (SM- hospital strategic management)
The so-called hospital management strategy is the planning of overall, long-term and fundamental problems in hospital management decision-making. It aims to solve the future development direction and approach of hospitals, and it is also the most important problem that all kinds of hospitals in China need to pay attention to and solve after the new medical reform.
Hospital management strategy is the direction of hospital management.
(3) Hospital Human Resource Management System (HRM- Hospital Human Resource Management)
The so-called hospital human resource management is the sum of mechanisms, systems, processes, technologies and methods for effective development, rational utilization and scientific management of hospital human resources according to the needs of hospital and individual development. The key is to give consideration to the short-term performance and long-term strategy of the hospital and take the strategy as the guidance. Its core function is 3P management of human resources, that is, poition management, such as the design of organizational structure and departmental responsibilities, position setting, personnel and position description and position evaluation. Performance management, such as hospital strategic sequencing and index design, performance appraisal system design, etc. Salary management, such as designing a post structure salary system with external fairness, internal fairness and self-fairness.
Hospital human resource management is the center of hospital internal management.
2, the hospital external management system
Customer-centered external management system, including:
(1) Hospital Customer Satisfaction Service System (CS- Hospital Customer Satisfaction)
In order to improve patients' satisfaction, develop relationship marketing, introduce the new concept of international advanced customer satisfaction service system, and re-engineer the service process.
Hospital customer satisfaction service system is the basis of hospital external management.
(2) Hospital Marketing System (MS- Hospital Marketing System)
That is, in order to determine the hospital business positioning and specialty business marketing combination, improve and improve business performance, a series of business market development strategies such as new brand marketing strategy and competition strategy are introduced.
Hospital marketing system is the focus of hospital external management.
(3) Hospital brand image system (HIS- Hospital image system)
That is, the introduction of brand image system aims to improve and shape a modern and distinctive hospital brand image.
Hospital brand image system is the goal of hospital external management. Only brands can drive the market and promote the development of hospitals.
Speaker: Huang Zhong
Distinguished lecturer of Chinese Medical Association
President of Hospital Management Network
General Manager of Jiuding Hospital Management Consulting Company
Hospital management experts introduced:
Ma Chunyan
Yang Xiaoyan
Li Hongmin
Ouyang Qifeng, etc. All-round hospital post target management, rich professional medical evaluation system, accurate and reliable diagnosis and analysis of departments and clinical projects, timely and safe medical quality supervision and tracking management, reduce hidden costs and improve department efficiency.
Dean decides the excellent performance management of the hospital. Hospital operation management.
Overview of performance management performance management and implementation process introduction of refined performance management system
What is the core competitiveness of hospitals? Brand, new technology, new business, safety, efficiency, doctor-patient satisfaction, the significance of introducing performance management, the improvement of overall management and core competitiveness.
The concept and function of performance management is a process of continuous two-way communication and help between managers and employees. The two sides reached an agreement on the performance target and finally achieved it. Performance objectives are the decomposition of the overall strategic objectives and are implemented step by step. As a tool of performance management, performance appraisal provides a basic basis for encouragement and feedback, and contributes to the improvement and promotion of performance management.
The process of performance management is strategic decomposition: making the macro-strategy of the hospital and decomposing the strategic indicators into the work objectives of departments, groups and even individuals. Management by objectives (MBO): define job responsibilities and project post analysis of performance appraisal; Through the quantification of indicators, all departments and departments know their assessment objectives and actively improve communication and feedback; Find and feedback the problems in the performance management process, and correct the problems that may be encountered in the operation in time. Assessment and incentive: a fair and just incentive mechanism is a reliable guarantee for performance implementation. BSC (Balanced Scorecard): The application of BSC management index system makes hospital departments develop comprehensively, continuously and steadily.
Enhance the core competitiveness of hospitals: carry out the macro intention of hospital decision makers at the front line of work, grasp the implementation situation at any time, and fully grasp the quality, efficiency, new technology and new business, doctor-patient disputes, etc. , standardize management standards and processes, and improve the transparency of management. Through the application of classification analysis models such as single index analysis and work intensity, we can comprehensively evaluate the relative working status of relevant departments, accurately locate the project analysis based on diseases, reduce bed stagnation and improve the utilization efficiency of limited resources.
Enhance the core value of the department: comprehensively and carefully grasp the comprehensive information of the quality, efficiency and economy of the department. Through the analysis of diseases and projects, by reducing the stagnation of beds, we can give full play to limited resources with greater efficiency, accurately grasp the latest operating data of post indicators and the completion degree of post indicators, improve departmental work in a timely and targeted manner, clarify the assessment objectives, highlight the key points of work arrangements, and quantitatively evaluate the working status of subordinates at any time.
Project background: The 50% annual development of tertiary hospitals and hospitals has brought management bottlenecks. However, due to the remote geographical location and rigid military system, it is impossible to raise funds and attract high-tech talents with high salaries. The hospital realizes that comprehensive and active management is the basic project for the sustained and stable development of the hospital. There are problems: how to get the full cooperation of all departments, the establishment of information system makes the information of business departments clear, and puts forward higher requirements for management departments? Project solution strategy: the system design is simple and practical, so that users can devote more energy to the formulation of management strategy and the solution of specific problems with the help of efficient software. Project effectiveness: Since the implementation of performance reform in 2003, the hospital has maintained an annual growth rate of 50% with a series of incentive mechanisms. By the end of fiscal year 2009, the output value has reached more than 500 million, the infrastructure has been completely rebuilt, there is no foreign debt and the cash flow is good. Transform hospital strategy into feasible planning, monitoring implementation and management analysis, so as to improve the financial situation and performance level of enterprises.
Performance Personalized Customization Portal KPI Key Performance Indicators Monitoring Post Indicators Detailed Trend Analysis Correlation Analysis Yesterday's Medical Overview provides comprehensive information quality and safety monitoring of the hospital or department the day before, and scrolls the events that need to be tracked. Outpatient service, hospitalization, operation volume and cost are compared with the statistical chart of the same period, and detailed data are obtained by layered drilling, so that the occurrence point of problem data can be found in time.
Automatic income collection, cost data, income accounting, responsibility and rights generation and payment realization of HIS system are two modes of department-level accounting. Cost accounting supports manual supplement, single item allocation, automatic extraction and income back calculation. Benefit accounting supports the multi-angle and in-depth cost subdivision accounting process of hospitals, departments, groups and people, and visually tracks and analyzes the accounting process, with reliable, clear and accurate basis.
Provide detailed basic information of hospitals, departments and personnel for hospital management, strictly control management processes, support step-by-step entry and audit, and support unified centralized entry of information management of departments, teaching, scientific research, papers and monographs that meet the needs of teaching-oriented hospitals. By freely selecting system data such as HIS, quality and human resources, an evaluation report is generated to provide objective and fair evaluation results for the completed work. Provide a basis for the formulation of future work direction, objectively and accurately complete the assessment of all kinds of personnel and departments, refine the assessment unit to the planning of departments, groups and personnel, formulate a complete and detailed assessment management plan, mine historical data, find out the main factors affecting the development of departments, and make targeted improvements. Real-time monitoring of key indicators through comprehensive, effective and accurate process management. The decision-making basis for improving the hospital's rapid response ability is scientific and effective: evaluation and analysis: aiming at the evaluation of department configuration, work intensity, quality, efficiency and cost, accurately lock the index items that need to be improved in the department and rationally allocate limited medical resources. Project management: based on the project analysis of disease analysis and single machine accounting, improve the efficiency of full-load beds in departments. For example, when the occupancy rate of department beds exceeds 100%, through the analysis of single disease, taking the average preoperative hospitalization days and the average hospitalization days of major diseases as management indicators, not only can the medical quality be improved (the reasonable daily average number of patients for doctors), but also the patient satisfaction can be greatly improved (the medical expenses can be reduced and the service quality can be improved).
Provide comprehensive hospital management solutions, including more than 230 quality assessment points in six aspects, personalized multiple accounting models, unified personnel management and scientific research management of more than 60 companies in the whole army/KLOC-0. Based on the "Hospital Management Evaluation Guide" system designed by the Ministry of Health, it is hoped that through the implementation of the project, the core competitiveness of the hospital will be developed in a long-term, sustained, harmonious and stable way!