Kangcheng medical equipment

The management of modern hospitals is becoming more and more important. After the introduction of modern management system, many hospitals have flourished, but the most important thing in hospital management is talent. In recent years, hospital management has been strongly advocated to improve hospital efficiency. Most hospital directors have absorbed some management knowledge to some extent. However, in some middle-level management positions in hospitals, the person occupying this position is not necessarily a person with management ability. Mostly clinicians. Or because of good clinical performance or qualifications, rich and excellent clinical experience, but relatively lack of management ability. Although the hospital has internal training, these internal training may not be appropriate. Therefore, when arranging such internal training courses, hospitals should first understand what management abilities clinicians should have when they are promoted to management cadres. This knowledge comes from Ma Zuoyong, general manager of Kangcheng medical management, and the source should be indicated in the article "The ability that middle-level management in hospitals should have".

General hospital management should cover the following tasks:

1. Predicting the future: predicting the future, future operation mode and various influential challenges of the hospital.

Second, business objectives: planning the goals that must be achieved in short-term and long-term operations.

3. Adequate resources: ensure that there are enough personnel, equipment, budget, materials and other resources that can meet the objectives.

Fourth, interpersonal relationship: give clear instructions to subordinates to win the support of employees and make them loyal to the organization.

According to the above management work, we can roughly divide the management ability into three categories.

1. In order to formulate the concept of hospital strategic capability,

Second, regarding the management ability of the management department,

Third, in order to implement medical technical ability, general senior managers need to have strong conceptual ability, appropriate management ability and a small amount of technical ability, middle managers need to have appropriate conceptual ability and technical ability and strong management ability, while general employees do not need conceptual ability in principle, but need strong technical ability and a little management ability, so we know that middle-level cadres need relatively strong management ability, but what is management ability is actually nothing more than "planning, organizing, leading and controlling"

Planning is a decision-making process. Through this process, managers set organizational goals for the future of the organization and draw up a set of means to achieve these goals. Middle-level management cadres should handle the future of their departments, set goals and standards, and reduce uncertainty and unnecessary waste or delay. For example, how should the department develop? What sub-majors should there be? What shouldn't? ... and so on, like the neurology department of some hospitals, saw the future trend and developed the sub-specialty of sleep therapy early, which was ahead. Middle-level cadres should be familiar with the process and tools of formulating strategies, including SWOT analysis, five-force analysis and Tow's analysis. And BCG matrix…… ... and so on, let them draw up the correct development strategy for their own departments, so that the departments can thrive instead of sticking to the rules.

Organization is a process in which managers establish a structured working relationship among employees to promote the operation of the company and effectively achieve their goals. Organizational ability is a very important ability for a middle-level management cadre. Organizations generally include functional organizations, local organizations and matrix organizations, which can be divided into vertical organizations and flat organizations according to management levels. For example, hospital patient safety work can easily become a slogan if it is not organized to carry out various tasks. Therefore, it is often necessary to set up a patient safety Committee, which is composed of the existing staff of the hospital, and then formulate the organizational charter and operating mechanism. It is necessary to truly implement relevant regulations, review existing diseases and safety incidents, formulate standard operating procedures and publish them for implementation, so as to avoid similar incidents from happening again. Therefore, middle-level management cadres should be familiar with when various organizational models are suitable for use and when organizational changes should be made. What kind of units should be centralized? Which units should be decentralized? What are the symptoms of pathological tissue and how to avoid them? Wait a minute.

Leadership is to provide employees with inspiration and motivation, so that employees feel great, that their work and organization are not bad, and that they actively participate in and participate in various jobs to help employees grow and develop. In many units, there is often a person, no matter what method you use, it doesn't work, but can he really not change? That's not entirely correct. When you are familiar with the incentive theory, you may be able to change it. Middle-level cadres usually lead a team to perform established tasks, and there are often conflicts between members. How to solve these problems? Suppress conflict? Conflict is necessary for a progressive organization, so middle-level cadres should learn to tolerate and create positive conflicts, so as to build an effective team and learn various methods to improve their performance. What we are discussing here is not manufacturing performance, but improving performance. For example, you often blame employees for not doing a good job, but he tells you that it is not his responsibility. In fact, such a problem can be easily solved by rolling management. To sum up, middle-level management cadres should be familiar with all kinds of incentive theories and learn.

Finally, control is a monitoring program to ensure that actions or activities can be completed as planned and correct any major deviations. The biggest purpose of control function is to ensure the realization of organizational goals and evaluate the effectiveness of control function. Control is the last link in the cycle of management functions, and its importance to management activities can be seen. The control procedure is to complete PDCA, and the control levels are generally divided into operational control, financial control, structural control and strategic control. In order to achieve the above goals, the control tools and technologies are needed: information, personnel, operation and finance, and how to use HIS system to manage hospitals and other information. Personnel include how to create an organizational atmosphere (belief; Organizational culture and * * * are valuable), strengthen employees' organizational commitment and achieve organizational performance through self-monitoring. Homework is to achieve maximum output with minimum input. Financial management cost, inventory, quality and schedule. Therefore, middle managers should learn how to use information, shape organizational culture, manage productivity and cost management skills. These skills include the eight parts of reform, the analysis and use of financial statements, JIT and other cost control methods, productivity management and so on.

Peter drucker, a management guru, once said, "Your job content will make you a manager, not your title." If middle-level cadres can really carry out management work, the hospital still needs to systematically arrange the above-mentioned ability training courses to make the hospital really develop healthily.