摘要
依据平衡记分卡方法,围绕医院战略中心建立财务、患者、内部运营、学习与成长4维度组织管理体系,构建三级综合医疗机构"战略制导"管理平衡记分卡框架,使核心流程聚焦战略实践,同时针对将平衡计分卡引入医院战略管理存在的员工参与程度不高、非财务指标确定较难、考核评价偏于主观、医院信息化程度偏低、医院投入成本较高等问题,提出建立专项战略管理团队、逐级分解战略行动方案、保持指标体系动态调整、完善配套信息系统建设、战略制导薪酬激励机制等对策,以期推进三级综合医院的战略发展。
This research established balance scorecard management frame, formed four-dimension management mode of finance, the pa-tient, internal operation as well as learn and grow, and made core procedures focus on strategic practice.In the meanwhile, the support strategies were proposed as following, building specialized strategy management team, decomposing strategic action plans step by step, dynamically adjus-ting index system, improving information system, establishing strategic incentive mechanisms and promoting strategic development of third grade comprehensive hospitals.
出处
《医学与社会》
2015年第5期32-34,70,共4页
Medicine and Society
基金
湖北省卫生厅卫生政策科研项目
编号为ZC2012-8
关键词
医疗机构
战略管理
平衡计分卡
Medical Institution
Management Strategy
Balance Score card
