RESUMEN
Beijing Union Medical College Hospital applied the standardized management theory, focused on establishing a scientific and standardized system management mechanism, and carried out the exploration of modern hospital management standardization system construction through systematic practice. With the application of the principles of simplification, unification, coordination, optimization and competition of standardization into the construction of modern hospital management system, the basic method for the construction of standardization system was proposed based on standard system management theory. It included the standardization of system architecture, system construction process and system management mechanism. Its purpose was to effectively address the problems of the lack of systematicness, practicality and sustainability in the construction of hospital system. Importantly, the value and vitality of a system depended on its sustainable development. According to the standard system management principle of system effect, structural optimization, orderly development and circular control, the optimization of hospital system could be promoted, which is worth further practice and exploration.
RESUMEN
The " 13th five-year Plan" period is a critical period for the modern hospital management system in China. The basic framework of the combination of the macro-external management system and the micro-internal management system has been preliminarily constructed, and new progress has been made in the new hospital operation mechanism that is guided by the needs of patients, high-quality development and guaranteed sustainable. In 2021, China has entered the " 14th five-year Plan" period, and the modern hospital management system will enter the comprehensive implementation stage. In view of the problems existing in the modern hospital management system at the macro, medium and micro levels, the authors put forward relevant approaches from three aspects: reforming the management system to promote the modernization of hospital governance system, creating a good policy environment to promote the scientific and standardized hospital management, and deepening the reform of internal management system to realize the modernization of governance ability.For example, according to the constitution of the hospital, the internal governance system should be established, the reform and innovation of personnel establishment should be promoted, the emergency management capacity of the hospital should be improved, the ability evaluation system of clinicians should be rebuilt, the discipline construction and talent construction should be strengthened, etc., which can provide reference for the implementation of the modern hospital management system during the " 14th five-year Plan" period
RESUMEN
General Secretray Xi Jinping clearly proposed that modern hospital management system should be perfected in The Parly's Nineteenth Report.Through reviewing the research of modern hospital management system by domestic scholars,the research progress is summarized from external governance system,corporate governance mechanism and internal management system aspects.The virgin lands and shortcomings of existing research are analyzed to make readers have a better understanding of the research of modern hospital management system in China,to provide suggestions for further study,and to provide reference for policy makers at all levels to perfect modern hospital management system.
RESUMEN
The paper categories the modern hospital management and finds that there is an important and in-ner-relationship between the paper documents on public hospital reform and the policies on modern hospital manage-ment system construction. Secondly, it seems to be appropriate to coordinate the relation between deepening health reform and social governance in the pathway of modern hospital management system. Hence,this paper puts forward a series of countermeasures to address the difficulties.(1) Scientifically balancing the issues on unification and legaliza-tion with the reform and the system are raised;(2) The introduction of rules and implementation measures are men-tioned;(3) Guideline should be specialized to different hospital properties; (4) Non-public medical sector need more exploration;(5) The adaption and capacity of governance and government transformation are required.
RESUMEN
The establishment of modern hospital management system is the core of the reform of public hospitals.For hospitals,it is necessary to create a constitution and take this as the guide to build a scientific,efficient and systematic management system.Taking Peking Union Medical College Hospital as an example,the paper discusses the basic path,key points and basic principles to establish a modern hospital management system,to provide reference and enlightenment for the construction of modern hospital management system in China.
RESUMEN
In line with the organizational theory, the authors described characteristics of management systems with conventional organizational structure,and those of enterprise management systems of special organizational forms. On such basis, the paper explored in depth the uniqueness of hospital management systems and cornerstone principles, thus proposed key points of modern hospital management system. In this study of systems for resource control, appraisal and incentive, the authors attempted to establish a balanced governance.
RESUMEN
Edong Healthcare Group is cited as an example to introduce the founding background, and summarize its successful practices and outcomes in corporate governance, internal operation management mechanism, and optimized resources deployment within the group.Win-win mechanism is proposed as the key to a successful grouping reform, and further experiment with the hierarchical medical system is recommended for deeper reform in building groups of public hospitals.
RESUMEN
The experiences of building modern hospital management systems of public hospitals in Beijing,Shanghai and Guangdong were picked up.The study of such experiences of these three places identified three common features as follows.Firstly,performance evaluation served as a breakthrough for incentives and constraints of (leaders of)the public hospitals;secondly,reform of human resources and salary system served as a means to innovate the internal mechanism of public hospitals;thirdly,real-time health data platform served as a pillar to improve and optimize management decision making.