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Health information dump release Positions are the cells of hospitals, and position management is the most basic and core management of hospitals. With the transformation of the identity management of healthcare organizations to position management, hospital position management has attracted more and more attention from managers. And performance appraisal is both an important part of performance management and the main basis for performance pay allocation. This course combines the essence of Mr. Zhang Ying's many years of human resource management lectures at the China Europe International Management Center and Tsinghua University, allowing hospital managers to quickly master the important theories of job management and performance appraisal and related tools, which will certainly play a positive role in promoting hospital management! Speaker: Zhang Ying Chief Researcher of China Europe International Hospital Management Institute, Tsinghua University Hospital Management Distinguished Professor Senior Training Lecturer of China Europe International Hospital Management Center, Chief Researcher of China Europe International Hospital Management Institute. Chief researcher of Jinghui Management Research Institute, chief consultant of Jinghui Management Consultant Co. He has been working in Tsinghua University, Zhejiang University, Huazhong University of Science and Technology and many other universities. He has been teaching hospital management courses at Tsinghua University, Zhejiang University, Huazhong University of Science and Technology and other universities' advanced training courses for hospital directors. In the Ministry of Health Cadre Training Center and some provincial and municipal health departments and bureaus. Lectured in hospital management conferences and training courses organized by national industry associations. Has published 10 hospital management focused. Chief editor and co-editor of more than 30 books. Has provided management consulting for more than 100 hospitals, training students more than 100,000 people, served as a management consultant or director of more than 30 hospitals consultants, consulting and training areas are mainly for hospitals Li consulting management, hospital marketing management, hospital culture management, management skills of middle-level cadres, the influence of the doctor and the quality of service to improve the quality of the whole staff, and so on. Hospital 3S + 3M human-centered management system
Hospital "3M + 3S" human-centered management system includes two major parts of the hospital's external management system and the hospital's internal management system:
1, the hospital's internal management system
Employee-centered internal management system, including:
The so-called hospital culture refers to the spiritual wealth of the hospital with its own characteristics and the characteristics of the times, and it is the values that the hospital managers and employees *** with the same identity and abide by.
Hospital culture is the soul of hospital management.
(2) hospital management strategy (SM-Hospital Strategy Management)
The so-called hospital management strategy, that is, the hospital management decision-making about the overall situation, long-term and fundamental issues of planning. It is to solve the problem of the direction of the future development of the hospital and the way to solve the problem, but also after the new health care reform of China's hospitals of all kinds of the most urgent need to pay attention to and solve the problem.
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 based on the needs of the hospital and personal development, the hospital manpower as a special resource for the effective development, rational use and scientific management of the mechanism, system, process, technology and methods. The total sum of the methods. The key is to take into account the hospital's short-term performance and long-term strategy, strategy-oriented. The most core functions of human resources 3P management, i.e., position management (poition), such as organizational structure and departmental responsibility design, posting, staffing and job description preparation, job evaluation, etc.; performance management (performance), such as the hospital's strategic sorting and indicator design, performance appraisal system design, etc.; salary management (pay), such as the design of the job structure wage system with external equity, internal equity and self-equity. and self-fair job structure salary system.
Hospital human resource management is the center of hospital internal management.
2, the hospital's external management system
Customer-centered external management system, including:
(1) Hospital Customer Satisfaction Service System (CS-Hospital Customer Satisfaction)
In order to improve the satisfaction of patients and carry out the relationship between the marketing as the goal, the introduction of international advanced customer satisfaction service system new concepts, to carry out The hospital has introduced a new concept of international advanced customer satisfaction service system and carried out service process reengineering.
The hospital customer satisfaction service system is the foundation of the hospital's external management.
(2) Hospital Marketing System (MS-Hospital Marketing System)
That is, with the goal of determining the positioning of the hospital's business and the marketing mix of its specialized business, improving and enhancing its business performance, it introduces new brand marketing strategies, competitive strategies and a series of business market development strategies.
The hospital marketing system is the focus of the hospital's external operations.
(3) Hospital Brand Image System (HIS- Hospital Image System)
That is, to improve and shape the modernization of a good hospital brand image with characteristics as the goal, the introduction of brand image system.
Hospital brand image system is the goal of the hospital's external management. Only the brand can drive the market and promote the development of the hospital.
Presenter: Huang Zhong
Contributing Lecturer of Chinese Medical Association
President of Hospital Management Network
General Manager of Jiuding Hospital Management Consultant Company
Hospital Management Experts Introduction:
Ma Chunyan
Yang Xiaoyan
Li Hongmin
Ouyang Qifeng and so on. All-round management of hospital job objectives Rich and professional medical evaluation system Accurate and reliable diagnosis and analysis of departments and clinical projects Timely and safe medical quality monitoring and tracking management Reduce invisible costs and improve departmental efficiency
Decision-making by the dean Fine performance management of hospitals Hospital operation management
Overview of performance management Performance management and implementation process Introduction to the Fine Performance Management System
What is the core competitiveness of hospitals ? p>What is the core competitiveness of a hospital? Brand New Technology New Business Safety Efficiency Patient Satisfaction Significance of Introducing Performance Management Improvement of Overall Management Improvement of Core Competitiveness
The Concept and Role of Performance Management The process of continuous two-way communication and assistance between managers and employees. Both parties agree on performance goals and ultimately achieve them. Performance objectives are the decomposition of the overall strategic objectives, implemented layer by layer. Performance appraisal as a tool for performance management, and to provide a basis for incentives Feedback helps to improve and enhance performance management
Performance management process description Strategy decomposition: the development of the hospital's macro-strategy, and the strategic indicators are broken down to the department, the group, and even the individual's work objectives. Management by Objectives (MBO): define posts and responsibilities, and clarify the items of performance appraisal Position Analysis: quantify the indicators, so that the departments and divisions understand their own assessment objectives and actively improve Communication and Feedback: identify and feedback problems in the process of performance management, and timely correction of the problems that may be encountered in the operation of the problem. Assessment and incentive: fair and equitable incentive mechanism is a reliable guarantee of performance implementation BSC (Balanced Scorecard): the application of BSC management index system, so that the hospital departments and departments of comprehensive, sustainable and stable development
Enhancement of the core competitiveness of the hospital: the hospital's decision-making level of the macro-intent of the management of the work of the front line, at any time to understand the implementation of the situation, a comprehensive grasp of the quality, efficiency, new technology and new business, patient disputes and so on, standardize the management of the situation, and to improve the performance of the hospital.
Enhancing the core values of the department: quality, new technology, new business, and efficiency Comprehensively and meticulously grasping comprehensive information about the department's quality, efficiency, and economy Reducing delayed beds through the analysis of disease types and reducing delayed beds, and utilizing limited resources to a greater extent Accurately grasping the latest job index operation data and the degree of completion of job index targets, so as to timely and targeted improvement of the department's work Clarifying the assessment objectives and work arrangements Focused and targeted Quantitative assessment of the work status of subordinate personnel at any time
Project Background Class III Class A hospital, the hospital's 50% annual development has brought about management bottlenecks, but due to the remote location, the force system is stagnant, unable to finance and high salaries to attract highly skilled personnel, the hospital realized that comprehensive and active management is the basis of the hospital's sustained and stable development The project has problems: How to How to obtain the full cooperation of all departments, the establishment of information systems so that the business sector clear information at the same time put forward higher requirements for the management? Project Solution Strategy: The system design strives to be simple and practical, so that the user in the premise of getting efficient software to help put more energy into the development of management strategies and specific problem solving Project Effectiveness: Since the implementation of the performance reform of the hospital to 2003, with a series of incentives to maintain an annual growth rate of 50%, as of 2009, the annual output value of the financial year to reach more than 500 million, infrastructure, all rebuilt and no external debt, cash and cash flow, the hospital's sustainable and stable development basis. All rebuilt and no external debt, good cash flow. Translate hospital strategy into a viable plan, monitoring implementation, management analysis, thereby improving the financial position and performance of the enterprise
Performance personalized customization portal KPI key performance indicator monitoring Post indicator monitoring Indicator details Trend analysis Correlation analysis Yesterday's medical overview, providing comprehensive information about the previous day's occurrence of the hospital or department Quality and safety monitoring, scrolling display of the need to track the event Outpatient, Hospitalization, Surgical Volume and Cost Comparison Statistical Charts for the same period of time Drill down through the levels to get the detailed data and identify the problematic data occurrences in a timely manner.
Automatically collects revenue and cost data from HIS system Revenue accounting Section-level accounting in two modes: accruals and payments Cost accounting Supports manual replenishment, single-item apportionment, automatic extraction, and revenue reversal Benefit accounting Supports in-depth cost segmentation in hospitals, sections, groups, and people Accounting process visualization Graphical tracking and analysis of accounting processes, with a reliable, distinct, and accurate basis
To provide a more efficient and effective way for hospital management, we have developed a new way to provide a more efficient and effective way for hospital management. Hospital management provides detailed basic information of hospitals, departments and personnel Strict management process control, support for step-by-step entry and audit, and support for unified centralized entry Complies with the information management of teaching hospitals in the areas of science, teaching, research, thesis, monographs, etc. By freely selecting the data of HIS, quality, human resources, and other systems, it generates evaluation reports, provides objective and fair assessment of the completed work and results for the development of future work direction. Provide objective and fair assessment results for the completed work, provide basis for the future work direction, and objectively and accurately complete the assessment and evaluation of all kinds of personnel and departments Comprehensive assessment positions, and detailed assessment units to departments, groups, and people Plan and formulate complete and detailed assessment management programs Explore historical data to find out the main factors affecting the development of the department and make targeted improvements Adequate, effective, and accurate process management, and real-time monitoring of the key indexes to improve the rapid response capability of the hospital. The hospital's rapid response ability Scientific and effective basis for decision-making: Evaluation and analysis: for departmental configuration, work intensity, quality, efficiency, cost evaluation, accurate locking of departmental indicators of urgent improvement projects, rational allocation of limited medical resources. Project management: project analysis based on disease analysis and single-computer accounting to improve the department's ability to generate benefits from beds under full capacity Example: when the department occupies more than 100% of beds, through single-disease analysis, the average preoperative hospitalization days and average hospitalization days of major diseases as a management indicator to reduce the stagnant beds, that is, it can improve the quality of medical care (a reasonable average number of patients per day for doctors), and can greatly improve patient satisfaction (lower medical costs and improved service quality), while contributing to hospital branding.
Provides comprehensive hospital management solutions, including more than 230 quality assessment points in six major areas, personalized multiple accounting models, personnel management, science, education and research management uniformly promoted by more than 160 second and third class A in the whole army Based on the Ministry of Health's "Evaluation Guidelines for Hospital Management" system, design and organization of the job evaluation analysis model Comprehensive and systematic analysis of more than 80 key positions We hope that through the implementation of the project, the core competitiveness of the hospital will be long-term, sustainable, harmonious and stable development!