重医附二院战略发展研究
摘要
随着我国医疗体制改革的深入,医院被逐渐推向市场。我国加入WTO以后,医疗服务市场竞争更加激烈,医院要在激烈的竞争中求生存、谋发展,必须采用能够使医院长久保持竞争优势的战略管理。本课题以重医附二院——重庆市典型的城市CBD(中央商务区)综合医院为对象,运用理论联系实际的方法,探讨医院战略尤其是特色化战略的具体内容。为医院更快、更好发展提供理论依据、发展思路和方向,同时也为其他医院的管理提供一定的借鉴。
本文结合重医附二院实际,对医院进行宏观战略定位,同时提出特色化战略内容、战略目标、战略实施,最后阐述医院的战略措施。第一部分绪论阐述本文选题的背景、意义和研究的主要内容;第二部分从战略的定义、内容和医院战略等方面阐述战略管理理论;第三部分从医院的历史、规模和面临的形势等方面说明重医二院的基本情况,并利用VRIO和价值链理论分析医院的内部条件;第四部分主要分析重医二院的一般环境和行业环境,应用五力模型分别从竞争者威胁、潜在竞争者威胁、替代品威胁、供应商威胁和购买者威胁分析行业环境;第五部分主要对重医二院进行战略定位,同时提出战略目标和具体的战略内容;最后提出重医二院战略实施保障措施,分别从人才集聚、科技创新、塑造品牌、活化管理、争取上级支持、加强医院软硬件设施建设、构建医院文化和组织结构等方面来阐述。
With the development of the medical system innovation, hospitals which were just welfare units before,were pushed into the market economy gradually. Especially after we join in the WTO, the competition of the hospitals are more furious. So it is important for the hospitals to frame their own strategical project to keep advantage in the competition. The paper disscuss the stratagem of the Second Affiliated Hospital of ChongQing Medical University which is a typical city CBD hospital by qualitative method. It can provide the theory basis for hospital to develop faster and better, also can provide the experience for other hospitals.The paper research the macroscopical stratagem by contacting with the hospital fact, and put forward the typical strategical content, strategical aim, strategical realization and the strategica measure. First analyse the inside environment of the hospital with VRIO and value chain; then expatiate the concept, origin and content of stratagem including the background and aim and the outside and industrial environment of the hospital with five force model; then expatiate the strategical aim of the hospital including primary aim, personality aim, subject aim, medical aim, educational and research aim, economic aim; and last expatiate the strategica measure.
本文结合重医附二院实际,对医院进行宏观战略定位,同时提出特色化战略内容、战略目标、战略实施,最后阐述医院的战略措施。第一部分绪论阐述本文选题的背景、意义和研究的主要内容;第二部分从战略的定义、内容和医院战略等方面阐述战略管理理论;第三部分从医院的历史、规模和面临的形势等方面说明重医二院的基本情况,并利用VRIO和价值链理论分析医院的内部条件;第四部分主要分析重医二院的一般环境和行业环境,应用五力模型分别从竞争者威胁、潜在竞争者威胁、替代品威胁、供应商威胁和购买者威胁分析行业环境;第五部分主要对重医二院进行战略定位,同时提出战略目标和具体的战略内容;最后提出重医二院战略实施保障措施,分别从人才集聚、科技创新、塑造品牌、活化管理、争取上级支持、加强医院软硬件设施建设、构建医院文化和组织结构等方面来阐述。
With the development of the medical system innovation, hospitals which were just welfare units before,were pushed into the market economy gradually. Especially after we join in the WTO, the competition of the hospitals are more furious. So it is important for the hospitals to frame their own strategical project to keep advantage in the competition. The paper disscuss the stratagem of the Second Affiliated Hospital of ChongQing Medical University which is a typical city CBD hospital by qualitative method. It can provide the theory basis for hospital to develop faster and better, also can provide the experience for other hospitals.The paper research the macroscopical stratagem by contacting with the hospital fact, and put forward the typical strategical content, strategical aim, strategical realization and the strategica measure. First analyse the inside environment of the hospital with VRIO and value chain; then expatiate the concept, origin and content of stratagem including the background and aim and the outside and industrial environment of the hospital with five force model; then expatiate the strategical aim of the hospital including primary aim, personality aim, subject aim, medical aim, educational and research aim, economic aim; and last expatiate the strategica measure.
引文
[1]中国卫生年鉴.人民卫生出版社, 2007, -440
[2]秦合舫.战略,超越不确定性[M],机械工业出版社
[3]孟卫东,张卫国,龙勇.战略管理——创建持续竞争优势,北京:科学出版社, 2004.
[4] Glueck WF,1980.Business Policy and Strategic Management.New York:McGraw-Hill.
[5] Mintzberg H,McHugh A,1985.Strategy formulation in an adhocracy.Administrative Science Quarterly,30,160-197.
[6] Quinn J B,1980. Strategies for Change: Logical Incrementalism. Homewood, IL:Irwin.
[7]冯之俊,张念椿, 1996.现代战略研究纲要[M],复旦大学出版
[8]邓盛华著.战略管理方法[M].北京:中国标准出版社, 2003: 10-18
[9]任真年.论现代医院战略管理创新.中华适宜诊疗技术杂志, 22(3): 39-50
[10]刘鹏,金占明,李庆.创新与企业战略制定模式的演进.经济与管理研究, 2008(2): 43-48
[11]关兵,张军,关箭.试论医院的战略成本管理.中华医院管理杂志, 2004, 20: 201-203
[12]李建华,施祖留.医院发展战略分析.中华医院管理杂志, 2004, 20: 518-520
[13]陈泳.医院经营战略选择的外部环境研究.中华医院管理杂志, 2003, 19: 77-79
[14] Priem R,Butler J,2001.Thecology in the Resource-based View and the Implications of Externally Determined Resource Value:Further Comments.Academy of Management Review,1: 57-66.
[15] Poter ME. Competitive advantage[M]. Original English Language edition, 1985.
[16] 16.C.K. Prahalad, Cary Hamel. the Core Competence of the Corpration. Harvard business Review, 1990,78-91
[17]许苹.谈医院核心竞争力.中华医院管理杂志, 2003, 19(1): 5-7
[18]齐磊.武汉协和医院价值链分析.医院管理, 2008, 16(5): 139-140
[19]白建元.现代医院战略成本管理方法与应用.会计之友, 2007(10X): 39-40
[20] Hitt M A,Ireland R O和Hoskisson R E. Strategic Management: competitiveness and Globalization(concepts). South-western College Publishing, 2001, 180-191.
[21]黄大旺.市场经济体制下医院深化改革的思考.中华现代医院管理杂志, 2004(6)
[22]迈克尔·波特.竞争战略[M].华夏出版社, 1997
[23]高其法.从医院的发展演化看医院的发展定位.卫生经济研究, 2007(7): 28-29
[24]张晋川.试论大型综合性医院的内部人才培养.医学信息, 2006, 19(10): 791-793
[25]陈晓华.加强学科建设提升医院品质.医院管理论坛,2008(1): 15-17
[26]周亦伦.从现代化医院学科发展趋势看学科发展规划的编制.中国医院,2008,12(2): 43-45
[27]吕宏宇.加强重点学科建设促进医院快速发展.西南国防医药,2008,18(1): 124-126
[28]王群英.加强重点专科建设促进医院科研发展.社区医学杂志,2008,6(3): 63-64
[29]杨士文.管理学原理(M).中国人民大学出版社
[30]陈海聪.浅析医疗服务营销之策略.医院管理论坛, 2008(1): 35-37
[31]吴春容.医院的优质服务战略.中华全科医师杂志, 2005, 4(5): 294-295
[32]韦莲素.假如我是病人.实用医学杂志, 2008, 24(2): 332-332
[33]俞郁萍.文化建设在现代医院管理中的功能和应用.管理论坛, 2005, 26(5): 319-312
[34]舒民.实施人才兴院战略推动医院跨越式发展.河北职工医学院学报, 2007, 24(4): 65-66
[35]邓小平文选. (2)卷(48)
[36]人民日报. 1995.6.5
[37]张乃津.现代医院组织结构梳理与调整[R]. http://www.h-ceo.Com/.2006,10-31
[2]秦合舫.战略,超越不确定性[M],机械工业出版社
[3]孟卫东,张卫国,龙勇.战略管理——创建持续竞争优势,北京:科学出版社, 2004.
[4] Glueck WF,1980.Business Policy and Strategic Management.New York:McGraw-Hill.
[5] Mintzberg H,McHugh A,1985.Strategy formulation in an adhocracy.Administrative Science Quarterly,30,160-197.
[6] Quinn J B,1980. Strategies for Change: Logical Incrementalism. Homewood, IL:Irwin.
[7]冯之俊,张念椿, 1996.现代战略研究纲要[M],复旦大学出版
[8]邓盛华著.战略管理方法[M].北京:中国标准出版社, 2003: 10-18
[9]任真年.论现代医院战略管理创新.中华适宜诊疗技术杂志, 22(3): 39-50
[10]刘鹏,金占明,李庆.创新与企业战略制定模式的演进.经济与管理研究, 2008(2): 43-48
[11]关兵,张军,关箭.试论医院的战略成本管理.中华医院管理杂志, 2004, 20: 201-203
[12]李建华,施祖留.医院发展战略分析.中华医院管理杂志, 2004, 20: 518-520
[13]陈泳.医院经营战略选择的外部环境研究.中华医院管理杂志, 2003, 19: 77-79
[14] Priem R,Butler J,2001.Thecology in the Resource-based View and the Implications of Externally Determined Resource Value:Further Comments.Academy of Management Review,1: 57-66.
[15] Poter ME. Competitive advantage[M]. Original English Language edition, 1985.
[16] 16.C.K. Prahalad, Cary Hamel. the Core Competence of the Corpration. Harvard business Review, 1990,78-91
[17]许苹.谈医院核心竞争力.中华医院管理杂志, 2003, 19(1): 5-7
[18]齐磊.武汉协和医院价值链分析.医院管理, 2008, 16(5): 139-140
[19]白建元.现代医院战略成本管理方法与应用.会计之友, 2007(10X): 39-40
[20] Hitt M A,Ireland R O和Hoskisson R E. Strategic Management: competitiveness and Globalization(concepts). South-western College Publishing, 2001, 180-191.
[21]黄大旺.市场经济体制下医院深化改革的思考.中华现代医院管理杂志, 2004(6)
[22]迈克尔·波特.竞争战略[M].华夏出版社, 1997
[23]高其法.从医院的发展演化看医院的发展定位.卫生经济研究, 2007(7): 28-29
[24]张晋川.试论大型综合性医院的内部人才培养.医学信息, 2006, 19(10): 791-793
[25]陈晓华.加强学科建设提升医院品质.医院管理论坛,2008(1): 15-17
[26]周亦伦.从现代化医院学科发展趋势看学科发展规划的编制.中国医院,2008,12(2): 43-45
[27]吕宏宇.加强重点学科建设促进医院快速发展.西南国防医药,2008,18(1): 124-126
[28]王群英.加强重点专科建设促进医院科研发展.社区医学杂志,2008,6(3): 63-64
[29]杨士文.管理学原理(M).中国人民大学出版社
[30]陈海聪.浅析医疗服务营销之策略.医院管理论坛, 2008(1): 35-37
[31]吴春容.医院的优质服务战略.中华全科医师杂志, 2005, 4(5): 294-295
[32]韦莲素.假如我是病人.实用医学杂志, 2008, 24(2): 332-332
[33]俞郁萍.文化建设在现代医院管理中的功能和应用.管理论坛, 2005, 26(5): 319-312
[34]舒民.实施人才兴院战略推动医院跨越式发展.河北职工医学院学报, 2007, 24(4): 65-66
[35]邓小平文选. (2)卷(48)
[36]人民日报. 1995.6.5
[37]张乃津.现代医院组织结构梳理与调整[R]. http://www.h-ceo.Com/.2006,10-31