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论文编号：	2692
作者编号：	2120082268
上传时间：	2010/11/23 11:06:14
中文题目：	公立综合性医院精细化管理研究——以EHB医院为例
英文题目：	The Research on Comprehensive Public Hospital of Refinement Management——Based on EHB Hospital’s Case
指导老师：	许晖
中文关键字：	公立医院，精细化管理，服务管理
英文关键字：	Public Hospital，Refinement Management，Service Management
中文摘要：	在“新医改”的背景下，我国公立医院面临着极大的机遇和挑战。公立医院不仅需要保证公益性，同时在很大程度上需要通过自筹资金维持经营。所以提高服务质量，规避财务风险，缓解财务压力，避免进入战略陷阱，兼顾公益与效益，这些是当前医院管理者所要思考的问题。 本论文尝试将制造业中提倡“精”、“准”、“细”、“严”的精细化管理思想与医院管理结合起来，通过对服务管理及营销、精细化管理等相关理论的梳理，详细分析了公立综合性医院的限制因素，并在此基础上排除不适用于公立综合性医院经营管理的理论，建立了医院精细化管理模型，并对此进行详细阐述。 在医院精细化管理的支持阶段，需要制定医院战略，并从时间及任务维度对战略进行分解。按照战略细分的结果对进行精细化的人力资源管理，通过明确岗位职责、调整人员配置、提高工作积极性等手段为医院实施精细化管理进行铺垫。在具体实施阶段，首先需要完善医院信息系统（即HIS系统）有助于具体实施策略的推行；再通过建立服务蓝图、提高配合、提高技术等手段实现操作的精细化；通过引进成本核算模式对操作进行核算，达到节省资金、控制成本、探寻操作问题存在原因的目的；并根据核算结果建立全院质量控制体系对操作进行控制，达到精益求精的目的。通过上述操作、核算、控制三个环节的有机结合与迅速反应，在提高技术水平的基础上，及时发现问题、解决问题，实现医院管理的精细化，满足公立医院的社会属性和经济属性。 本文最后由EHB医院的案例对精细化管理模型进行验证，并结合模型具体内容提出了相应的解决办法。希望通过理论联系实际，为公立综合性医院在“新医改”背景下的管理模式创新提供一套完备的方案。
英文摘要：	Under background of “The New Reform in Medicine System”, the public hospitals in our country are confronted with extremely opportunity and challenge. Public hospital need manages in ensuring that the hospital needs to maintain by funds raised by oneself on the premise of public welfare, on very big degree. Therefore, how to improve public hospital service quality, expand social benefits, can evade financial affairs risk, avoid problem needed to think deeply that by the director who enters the strategy trap, relieves hospital financial affairs pressure, and is a current hospital at the same time. Originally, this thesis attempts to pull into the method, which encourage “proficient”, “accurate”, “careful”, and “rigorous” as refinement management thought in manufacturing industry and select the theory of service management and refinement management to find the limited factors of the comprehensive public hospital. Then remove the theories which not fit the comprehensive public hospitals. In this base, we could establish a model of refinement hospital management, and try to expound this model in detail. In the support phase, it needs to develop a strategy, and divide it into several fragments from time and assignment. According to the results of strategic subdivision, it needs to carry out refinement HRM. By the way of specific responsibilities, adjust the personnel allocation, improve working enthusiasm, to eliminate the barrier of implementation stage. In the implementation stage, we need to improve hospital information system (HIS) firstly, that helps the operation of implementation stage. Then through the methods of improve service blueprint, improve coordinate, and improve technical to achieve refined operation. Through the introduction of operation cost model for accounting, to save the money, control the cost, and find out the reason for operating problems. According to the result of accounting, we should establish a general quality control system and achieve operational excellence of control. Combine and rapidly react with the three sectors of operations, accounting and control that has concerned above. And on the base of technical improving, find and solve the problems in time. Achieve the target of refinement of hospital management, and fulfill with the economic and social attribute. Finally, use a case from EHB hospital to prove the model of refinement management, and combine with the model to advance a resolves way. Hope to provide a set of complete scheme for comprehensive public hospitals based on integrate theory with practice, under the background of “The New Reform in Medicine System”.
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