3. 1 Implement strategic planning for market positioning
In today's fierce medical market competition, hospitals must have a clear development strategy, understand the hospital's positioning, what changes are taking place in the current environment, and how these changes will affect the hospital's activities. In view of these changes, what resource advantages does the hospital have? The decision-making level of medical units should put forward the strategic development direction on the basis of comprehensive analysis of internal and external environment, and adjust it in time according to current events to maintain a stable and balanced development trend.
Strategic planning is dynamic, which helps hospitals to control major events that may occur in the future. What kind of strategy should be adopted to maximize the development benefits? Study how to find problems and opportunities related to the organization's goals or missions, and formulate strategies to deal with those problems and meet those opportunities. If the strategic planning is narrow, it will risk being too rigid in details. Transcending knowledge is a prominent feature of strategic thinking, which is not equal to strategic planning, but plays a key role in strategic planning and is the premise of strategic planning.
For the rapidly changing market, medical institutions should carefully analyze their own strengths and weaknesses, foster strengths and avoid weaknesses, establish their own technological advantages as soon as possible, make use of the existing resource advantages of the organization, establish strategic alliance networks and partnerships, obtain more resources and technologies, and improve their competitiveness. With the continuous maturity of medical technology and the relative stability of the market, in order to compete for medical resources, the price competition among medical institutions will be more intense. They will "seize" the market share of their competitors, reorganize the medical service product line, expand the market through mergers and acquisitions, and at the same time look to foreign markets to seek opportunities for sustained growth.
It is very important for leading medical institutions to continuously increase investment in medical projects and management projects, actively maintain their position as market leaders, and be on the offensive rather than on the defensive at any time, and have the strength to let competitors "follow your leadership". A market challenger is like a "dark horse" in the stock market. It is an important strategy to maintain the leading position by analyzing professional services to find the gap in the medical market, actively organizing forces to establish a clear image and reputation, and developing rapidly.
For market followers, the key lies in reducing costs, cutting unprofitable services and selling assets with market value in order to obtain development funds; Or consider alliance or joint venture with suitable competitors, highlight key points and attract new patients to develop; Or fundamentally change the mission and service scope of the hospital, analyze the market and find a more suitable position, which is a constant thinking in the operation of medical institutions.
According to the differences of customers' buying habits and behaviors, market segmentation is the basic link in selecting the target market. The accurate definition of market segmentation by medical institutions is helpful to discover market opportunities. Through market segmentation, we can analyze the preferences of consumers in each market segment and analyze the degree to which various medical and health care services meet the preferences of consumers. Any market with unsatisfied market demand or low satisfaction may become the target market of the hospital.
3.2 Strengthen human resource management and enhance the enthusiasm of employees.
Hospitals under the planned economy system have no human resources department, only personnel department, and their functions and roles are quite different. In fact, the hospital is a typical knowledge-intensive enterprise, which needs to continuously invest knowledge capital, carry out knowledge innovation and produce knowledge products. For hospital staff, "lifelong learning" has become a major and unique way of life. Knowledge workers are no longer a screw in the big machine of the hospital, but a vibrant cell body. Whether it is a hospital or an individual, only through continuous learning will it not be pushed to the bottom by the waves.
"Knowledge worker" is an American scholar Peter? What Drucker invented refers to those who master and use symbols and concepts and work with knowledge or information. In fact, he refers to the manager or executive manager. Today, knowledge workers have actually extended to most white-collar workers.
The competition among enterprises, the creation, utilization and appreciation of knowledge, and the rational allocation of resources ultimately depend on the knowledge carrier-knowledge workers. The characteristics of knowledge workers can be summarized in one sentence: as a group of employees who pursue autonomy, individuality, diversification and innovation, the motivation to motivate them comes more from the internal reward of the work itself.
A large number of studies believe that the first four factors that motivate knowledge workers are: personal growth (about 34% of the total), work autonomy (about 365,438+0%), business achievement (about 28%) and money wealth (about 7%). Therefore, it can be said that compared with other types of employees, knowledge-based employees pay more attention to challenging work that can promote their development, and they have a continuous pursuit of knowledge, personal and professional growth; They demand autonomy, so that they can work in an effective way and complete the tasks assigned to them by enterprises; Get a reward commensurate with your contribution and enable yourself to share the wealth you have created. Obviously, in today's people's career choices, money is not the most important, but fairness is the most important.
196 1 year, behavioral scientist Richter put forward the theory of four systems in his article "New Management Mode", and the fourth system is a new and efficient organizational system designed by Richter. This system adopts participatory management method, and its leadership style is the so-called "worker orientation", which embodies the "principle of supporting relationship" put forward by Richter, that is, in order to make the organization have high productivity, the leader must convince every member that all the contacts and activities in the organization support him; This will enable them to establish and maintain a high sense of self-worth and experience their importance to the organization. Lickert also emphasized the central role of the working group. The so-called working group refers to a small organization, which should replace a single individual. It becomes the basic unit of the organizational structure, thus forming a new organizational model, namely the group model. Rickett pointed out that if a leader wants to make full use of the potential of every subordinate, he must not be regarded as an individual, but as a member of one or more effective working groups.
From 65438 to 0990, Dr. P.Senge published The Fifth Discipline-Art and Practice of Learning Organization. Based on the idea of his teacher Professor Frest's article "The Design of New Enterprises", Shengji combined with several other excellent theories, methods and tools to formulate a blueprint for a learning organization. Shengji believes that the spiritual basis of the sustainable development of enterprise organizations is continuous learning, and discusses in detail the five disciplines of establishing learning organizations, namely, self-transcendence, improving mental model, establishing * * * vision, team learning and systematic thinking. Among them, systematic thinking is the core of the five disciplines. Through the five disciplines, we can cultivate a learning atmosphere that permeates the whole organization, and then form a human-oriented, organic and flat organization, that is, a learning organization. He also analyzed some important characteristics of the learning organization, such as the members of the organization share a common vision, the organization is composed of several creative groups, and the organization has a flat structure of "focusing on the local". After the publication of "The Fifth Discipline", management scientists Aubelet and Cohen published the book "The Wisdom of Work". The book analyzes in detail five learning skills of "learning by doing" in employees' career, namely companionship, sowing, catalysis, demonstration, guidance and harvest. These five techniques are gradual and spiral. In a person's career, continuous learning constitutes multiple learning cycles. The research of Shengji and others is an important part of the theory of enterprise reengineering.
3.3 The pioneering and innovative ability of managers of medical institutions
A competitive hospital must have three abilities: innovative ability: new discoveries and new ideas in order to be invincible in the competition; Resilience: we can develop without waiting for others to create good opportunities and conditions; Public relations ability: communicate with all aspects of society, gain understanding and support, and make the hospital invincible in the competition.
To acquire the three abilities of a hospital, it is necessary to have talents with "three quotient" and "three meeting". Without "high IQ" talents, hospitals under the conditions of market economy cannot develop; It is not enough to have a high IQ, but also to have a "high emotional intelligence", good personal charm and good communication skills; Solid "high adversity quotient" and ability to withstand adversity. Have vision, vision, creativity and imagination, and can see problems that others can't see; Have a sense of mission to the hospital, and make clear the short, medium and long-term goals of yourself and the hospital; Do things with passion, motivation and strong dedication.
Hospital administrators can learn from carpenters and overcome the decision-making mode of "slapping their heads" and "buttock decides their heads": First, everything should be done well in advance. When a carpenter does anything, he must first have an overall idea. Even without drawing a design, he will have a detailed outline in his mind. As managers, before doing things, they also pay attention to investigation, analysis, research and even overall planning. Without these carefully prepared activities in advance, he can only make blind decisions when making decisions. Carefully observe some of our practices and behaviors and compare them with the carpenter's ideas in advance. The second is the best resource allocation. Carpenters are very good at using materials, and there are almost no useless materials in their eyes. Even a piece of rotten sawdust can be used as a wedge. No one can deny that rational use of talents and effective allocation of resources are not the important responsibilities of managers, but in reality, many leaders can't do this for various reasons. When selecting a candidate, the first concern is not its advantages, but its shortcomings or past mistakes, which may bury a group of talents; When employing people, it is often impossible to get the right people to do the right things, resulting in many dislocations: the dislocation of preferences and skills, which eventually leads to the lack of work enthusiasm and creative motivation. The third is fruitful action. Carpenters not only have "anticipation", but also can "allocate resources" effectively. More importantly, they don't talk empty words, and they will turn "expectations" into reality through their own efforts. This is what managers should study hard, not only to make decisions, but also to use resources to organize and implement decisions effectively.
4. Summary
There are many reasons why medical institutions implement organizational changes. The first is the change of the business environment of the industry, such as the change of the growth rate of the national economy, the adjustment of the industrial structure, the adjustment of the government's economic policies, and the development of science and technology. Organizational structure is a means to achieve the strategic objectives of enterprises, and the change of external environment will inevitably require the organizational structure of enterprises to make adaptive adjustments; Secondly, the change and accumulation of internal conditions have seriously affected the development of public institutions, such as the change of medical technical conditions and the change of personnel conditions (such as the improvement of personnel structure and quality, etc.). ), the change of management conditions, the implementation of optimized combination, and many problems such as inefficiency of medical institutions, dissatisfaction of patients, brain drain and waste of resources. In addition, different life cycles have different requirements for the growth of medical institutions and the organizational structure of medical institutions. In short, for an organization, change is absolute and static is relative. According to the changes of internal and external environment and subjective and objective conditions, it is inevitable to organize the healthy, sustained and harmonious development of medical institutions in a timely manner.