Under the condition of market economy, along with the reform of medical insurance system, it will surely lead to the formation of competition among medical institutions, and hospitals will be oriented to the competitive medical market. The core of hospital survival and development is competitiveness, i.e., whether it can attract patients, and the key to attracting patients is reflected in the five aspects of service, quality, talent, price and characteristics. In order to be invincible in the increasingly competitive healthcare market, the hospital's management style has shifted from "policy-dependent" to "market-oriented". Launched seven management reform initiatives:
Initiative one: launched the "six new" internal management mechanism: that is, the introduction of high-tech talents to form the talent advantage; to carry out new technologies to form a technological advantage; to expand the new source of disease to form a market advantage; the introduction of a new mechanism to form the advantages of management; to increase the number of new equipment to form the advantages of the equipment; the implementation of the new quality service to form the advantages of reputation; and finally, the new quality service to form the advantages of the hospital's reputation. New quality services to form the credibility advantage; and ultimately the formation of the hospital's comprehensive advantages.
Initiative No. 2: The hospital has set up eight management committees for management reform, science and technology, pharmacy, quality control, accident identification and purchasing, etc., forming a normal virtuous cycle of organization, supervision and transparency, while implementing scientific, informatization and modern management.
Initiative No. 3: the hospital identified 2001 as the year of quality management, the quality of work as the central work of the year, a sound management system, the formation of the hospital's clinical, functional, logistical overall quality management network.
The fourth initiative: "two civilization construction" synchronous development, pay attention to work efficiency, quality of work and the organic combination of spiritual civilization, the use of economic distribution leverage management, to promote the departments to optimize the direction of the management of the operation of the hospital to optimize the overall management of the hospital to break the original completely. "The company's products and services have been widely recognized as the best in the world for their quality and reliability.
Initiative No. 5: the implementation of open hospital affairs, standardize financial management, more than 10,000 yuan of expenditure by the hospital party and government leadership team to collectively discuss the decision of the hospital's income and expenditure regularly to the hospital's middle cadres and the whole hospital staff announced.
Initiative No. 6: the implementation of the Dean's administrative inspection system, led by President Bo Guishan, the hospital's leadership team and relevant personnel to participate in the in-depth clinical front-line, timely problem solving.
Initiative No. 7: the implementation of the internal personnel appointment system, the development of the target management responsibility system, to break the existence of cadres in the issue of personnel life system, monopoly system, seniority, can not be down on the adverse mobilization of people's enthusiasm for the situation, the implementation of the appointment system of cadres at the hospital and departmental level and the goal of the management responsibility system, to improve the effectiveness of the work and the quality of work.