1、醫(yī)療改革醫(yī)改途徑醫(yī)院管理hospital reform; start with hospital organizational change and organizational restructuringafter the reform of the hospital in our country, various regions and hospitals have come up with a lot of ideas in the way of health reform, such as: beijing will establish a hospital administmtion

2、 bureau; public health groups such as wuhu: there are also areas where the design and reform of large-scale performance reviews should be described in full swingbut personally think that, from the perspective of organizational behavior, the hospital is also an organization, organizational behavior a

3、nd medical services as the main body, but now all kinds of problems of all kinds of hospital in our country, not just exist in the external hospital group, namely we usually say that the system problems, but there are still many problems exist in the hospital internal organization, namely the hospit

4、al itself and as a hospital dean, during the reform, looking forward to the external environment of rapid change is relative says is not realistic, and hospital internal problem solving is is of practical significance, while the internal problem solving also promotes the development of the hospital

5、and grow.and the next question is, what do we need to solve?the problem, it is a big proposition, covers all aspects of the hospital organizstion, has the strong complexity, but as a manager, it is to wade through fog, find the direction of the hospital reform, sets up the goalhere hospital managers

6、 should look at china，s reform and opening up 30 years, the development approach of of all kinds enterprise in china, this is a strong reference value, since a change, is full of possibilities, but if master the rules of the development of a certain organization for organizational development can go

7、 a lot less detourslet's review what our businesses made 30 years ago, and what they can sei1. consumers, regardless of the quality of their products, buy what they buy, and businesses are basically a kind of inertia in management, not management of the fierce competition, the enterprise, the en

8、terprise management is becoming more and more important, the enterprise organization management structure and great changes have taken place, in the 30 years, the enterprise by the original "tower" management structure, tomanagement structure, matrix typemanagement structure, etc；and this

9、a series of changes, not only improve the ability of enterprise management, clarify the management pathway and organizational structure, more to improve the management level, so as to constantly improve the enterprise benefit, prompted the development of enterprisebut in the present reform of hospit

10、al group, very like 30 years ago, china，s enterprises, the problem is datong, small kind, the author thinks that, the reshaping of the enterprise's organizational change and organizational structure, is conducive to the hospita1.again from this period for hospital management and execution of tra

11、ining and human resource consulting, from multiple sides to see the hospital, and constantly in the consulting practice summary, i am now the hospital organizational structure is proposed"department of matrix organizational structure changehere，s why:1, the hospital now, there is no denying the

12、 fact that is the need to generate revenues, because the hospital need to develop, then each clinical department in different hospitals, have the ability of different income, is similar to a profit center.each department needs to generate revenue, and both must focus on and control medical quality a

13、nd medical care, such as internal control and quality centers3, director of the medical department, the attention to the development of the department in the department, but also shoulder the management, quality control, education training, medical diagnosis, the talent team construction and so on,

14、if the detailed arrangement, function is very comprehensive a general manager of similar business4, various functional departments, and now the relationship between the various functional departments and medical departments cooperate with each other and coordination management, but as a result of th

15、e original "tower" organizational structure problem, lead to the communication channel is longer, loop is overmuch, coordination problems such as too complex and often appear, proposed to establish resources department functions support, coordination andmanagement center.5, school leadersh

16、ip, due to the problems existing organizational structure, organization authorized complicated difficulties, so a lot of problems in primary or middle don，t have the power to solve the problem, has caused many problems directly to the leadership in front, and the leadership of the work time can，t ha

17、ndle the relationship with the development of hospital work, but most of the time to do chores6, because the original organization structure of aging, so managers in various jobs, it is hard to find a clear positioning, often in a dilemma, at the same time, the department director, most from the doc

18、tor, no systematic management training, this has restricted the development of organization structureand above problem in hospitals now is a common problem, it is difficult to change in the original organization structure, so it can be through the planning, set up ''division matrix organizat

19、ional structureso every functional section that corresponds to the medical department, and the corresponding profit center for the corporate sector,this also forms the double line cross management, the medical director can use the power of the function department in management, to continuously impro

20、ve the management of the undergraduate roomat the same time, the organization structure, easy to authorization, requires the coordination between the management department, the department relevant personnel to coordinate each other to complete, and report their undergraduate director of results if n

21、ot solved the problem of coordination management at the grass-roots level, and then by the department director to communication and coordination, if there are disputes, can be submitted to the respective in charge of the vice president of the coordination, if still cannot solve the problem, and then

22、 submitted to the dean or yuanwuhui members or court decision researchyou might think that，s what we do. there are different is, in a matrix management structure, authorization is very important, each level has a different authorization at work, and the processing of different permissions, so that t

23、he architecture of the its purpose is to let each level takes the responsibilities of each level, and the level of work responsibility, avoid anything looking for leadership circles, and emphasizes the system between the assistance, and establish the work coordination, communication, management, int

24、erface of cooperation, make the management and organization of execution can through to a linebut in practice, each hospital authorized by the specific problems to specific treatment, but those who want an attention is, must be responsible for each level of staff, not usually say the doctor on disea

25、sepersonnel keguan academic and technical titles of doctors, such as: performance appraisal, human relations, etc., but the management of the personnel section is daily management, but also have the personnel management in department director's work content, such as superior performance evaluation, personnel have to do here is the collection of performance analysis, public feedback the dir