Part 1: Speech on my responsibility for the development of the hospital
Speech on my responsibility for the development of the hospital
Dear leaders and colleagues, hello everyone!
Have you ever seen an eagle soaring high in the sky? It writes yearning and hope in the sky, in the grace and pride of spreading its wings, and I am just this group of eagles, coming to Fuyang Hospital with the same desire to fly. Since he is an eagle, he will fight for the sky to see; since he is a doctor from Fu, he will shine for Fuyang to see. Ten years ago, when I really set foot on this solid land with excitement and excitement, my heart was in close communication with Fuyang. I have soaring passion, the ambition to point out the country, the pride of wanting to compete with God, and the belief to be a good doctor in Fu.
Time has passed, and more than ten years have passed by in a hurry. I have gone from a naive student through spring, summer, autumn and winter, through ups and downs, to growth, and to today; our hospital has experienced changes again and again. Continuously develop and grow in the wind and rain. For more than ten years, the purpose of "I am honored when the hospital is prosperous, and I am ashamed of the hospital when it is declining" has been kept in our hearts. For more than ten years, I have interpreted myself, displayed my talents, bloomed youth, and burned life. Our hard work has not been in vain, and our sweat has not been in vain. At the beginning, the hospital only had dozens of employees, a two-story building, and the surrounding area was even more desolate. Now it has grown into a first-class hospital with nearly 200 employees, a six-story inpatient ward building, and 160 beds. Driven by the development of our hospital, the hospital is surrounded by people and traffic, creating a prosperous scene. What does all this rely on? It depends on our sincerity and our collective spirit of unity and hard work!
I remembered a story from my childhood: Cao Cao gave each of his sons a chopstick and asked his sons who could break it? His sons broke the chopsticks easily. Then he took out another chopstick and asked his son, "Which of you can break it in one go?" For a long time, none of his sons could break it. At this time, Cao Cao told his sons: Do you understand? You can easily break a chopstick, but if the chopsticks are united together, they cannot be easily broken. This is just like between you brothers. If you unite together, it will be difficult for the enemy to defeat you, but If you are not united, you will be easily defeated by the enemy just like a pair of chopsticks.
For more than ten years, we have been in the same boat through thick and thin, and for more than ten years, we have been in the same boat. In 2003, a human disaster swept across the land of China. From Guangdong to Beijing, SARS spread rapidly across the country. Fuyang, as the source of migrant workers across the country, had an arduous task of detecting and controlling the epidemic. Our hospital was even more responsible for the observation of Fuyang patients. In the face of SARS, everyone will have the feeling of "darkness" approaching. Worry, fear. However, in the face of "darkness", not only did no one retreat, but there were moving scenes of people actively asking for battle. After a short period of "darkness", everyone became more confident, more determined, and more united. Faced with this test, everyone took action and contributed their own strength to tide over the difficulties. It shows the world the selfless and fearless dedication of our angels in white; what is shown is a kind of rationality, a kind of self-discipline, a kind of unity, a kind of fraternity, a strong sense of social responsibility and dedication. This is our Fuyi people and our Fuyi spirit!
Although Fuyang Hospital is young, it has gone through many ups and downs. In the process of "localization" of the hospital, everyone has felt the crisis; in the current economic tide, the railway hospital that "guaranteed income during droughts and floods" no longer exists , successfully realized the transition, a new "Fuyang Fourth People's Hospital" makes everyone feel fresh and new. Facing the new situation and new pressure, we ushered in new challenges and new development opportunities. For the development of the hospital, we pooled our wisdom and Use your brains; in order to expand the hospital's influence and popularity and attract more patients, we continue to learn, improve our own business level, and improve our service attitude. Although each of us is just an insignificant member of the hospital, we are willing to extend our warm hands and contribute our meager strength to the survival and development of the hospital. We always take the development of the hospital as our own responsibility, and keep in mind that "the hospital depends on me to develop, and I rely on hospital survival" purpose. Ordinary jobs are bitter, tiring, and persistent. Passion is like a flower, blooming the grace of our youth; passion is like fire, sublimating the value of our lives. The passion burns more intensely, so we have greater gains, and what we gain is the sublimation of personality, the tempering of will, and the cultivation of sentiment. Give a knowing look and a smile to patients in pain, encourage them, give them spiritual comfort, let them come in pain and leave with a smile. This is the meaning of our life, the whole of our life. . The laboratory department is part of the hospital. Perhaps no one can understand the cumbersomeness of our laboratory work. Every day, when we put on our white coats and walk into the workroom, facing all kinds of patients, we hear the groans of pain and see What we see are sad faces, what we smell are specimens exuding various odors, but we have never been slack or bored at all, keep our responsibilities in mind, be meticulous, operate strictly, and check carefully, because We know that every number and every symbol we write maintains a person's health, the happiness of a family, and the reputation and glory of our hospital.
I am very glad that I am a member of this group. We are united, we are upward, we are tolerant, and we are dedicated. When our group conflicts with the interests of the hospital, we can think of the hospital and consider the overall situation. Set off, put all your grievances and dissatisfaction in your heart, and concentrate on your work. Although our positions are ordinary, as ordinary as grass, even though the grass is small, it still spreads the endless green prairie! If you sow spring seeds, there will be autumn fruits; if you shed sweat, there will be a harvest.
In recent years, with the increase in patients and the reduction in department staff, our workload has been increasing. Every day, there are outpatients who cannot go upstairs for examination due to various diseases, and we will not do it at all. We went downstairs to do examinations for them without complaint, and even provided door-to-door services. In addition to normal work, we were also responsible for heavy physical examination tasks. No matter how many specimens we had, we ensured that they were completed on the same day. Sometimes we worked until late at night, working overtime continuously, and staying up late. The red eyes made everyone feel haggard, and even tired to the point of crying. But no one ever complained about it, let alone reported an overtime job to the hospital, because we always pretended in our hearts that "everything is for the patients, for all patients." ", everything for the patient" service concept, satisfying patients and winning a smile from them is our greatest comfort, not to mention that they are the gods of the survival and development of the hospital, and the food and clothing parents of our lives! On the chessboard of life, I admire Che's style, which is open and straightforward; but I prefer to be a pawn, working towards the goal of testing my career, persevering and never looking back!
Everyone rows oars to sail a big ship. Although the strength of each of us is meager, the development of Fuyang Fourth Hospital relies on these meager strengths. Under the new situation, we face new opportunities and challenges. , whether the Fuyang Fourth Hospital, this ship sailing to the sea, can go more steadily and further, requires the hard work of each of us! Although there will be dangerous shoals and wind and waves on the long journey, the vigorous goshawk will definitely flap its wings and its fearless eyes will light up the road ahead.
Take a breath of fresh air, resurrect the dreams in your heart, and let us fly together! Don't ask for whom the sun rises, the sun rises for each of us. As long as we work together, the tomorrow of Fuyang Fourth Hospital will be better and more brilliant! Thank you all!
Chapter 2: I offer suggestions for the development of the hospital Speech
Use small ideas to promote development.
1 I am Xue Yan from the Department of Obstetrics and Gynecology. First of all, I would like to thank the hospital for giving us an opportunity to speak freely. The topic of my speech today is to use small ideas to promote development.
2 Before starting the topic, I would like to introduce the person in the picture to you. This is President Luk Shenglie of the Alexandra Hospital in Singapore, the Lion City. Why put him in the front? Because he turned Alexandria Hospital from the worst hospital in Singapore into a benchmark hospital, it has been the most satisfactory hospital among Singaporeans for six consecutive years. When asked by reporters about the secret of success, he said: "Patients are the most important people in the hospital. Everything they do in the hospital must put their health interests and convenience first. This is the most important factor in service quality. Accurate understanding. "This is similar to the "patient-centered" concept we advocate. After considering the environment of our hospital from the patient's perspective, we found the following improvement options.
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4 First of all, please imagine the following scenario with me. When you endure the pain and come to a strange hospital, the pain affects your logic of the things around you. Judgment and mood are also restless due to the rush to seek medical treatment. The cumbersome medical procedures and the incomplete instruction (signage) system make you confused, have to go back and forth several times, and even go in the wrong direction or get lost.
When you finally find a doctor after many twists and turns, can you still calmly and completely tell the doctor about your condition? I often encounter bewildered patients in outpatient and emergency departments looking around with examination sheets in their hands, anxious because they cannot find them. It has become a common phenomenon to become tired of seeing a doctor. From this perspective, our hospital can
5 Set up floor index maps in the outpatient hall, next to the corridor, next to the elevator and inside the elevator.
6. Install colored light signs on the walls leading to the passages to relevant departments. They are very beautiful and can provide both night lighting and eye-catching instructions. In order to facilitate the easy identification of elderly patients who are impatient and do not want to look at topographic maps and signs hanging above their heads and have poor vision, we can mark the guidance route with eye-catching lines on the ground along the way. The significance of the markings is that It allows people to get to their destination easily and quickly, so the settings should be as simple as possible. Generally speaking, our eyes are easiest to detect brightly colored things. As shown in the picture, we also use different colors to distinguish them according to different colors to make the markings more clear. 7 We should not only provide guidance in the lobby, but also dispatch nursing staff to various floors to guide patients and triage patients in an orderly manner during the peak period of patient consultation. If patients are unclear about the topography of each clinic and cannot understand the distribution map, they may linger for a long time without finding the corresponding clinic. At this time, if they go to the first floor to ask, it will inevitably increase the patient's negative emotions. Moreover, when giving guidance, they can inspect the situation on the floor where they are located, and can promptly report and handle abnormal situations such as sudden discomfort of patients, fights, etc. Reduce the occurrence of adverse events.
8 After the patient arrives at the clinic to communicate with the doctor about his condition, the examination locations in our hospital are scattered, making it difficult for the patient to remember, and it wastes time bumping around on the floors. In order to facilitate the examination of first-time patients, in the future, the examination application form can be more conspicuous The location prints out the specific floor. For the current examination form, we can also stamp the application form to quickly inform the patient of the specific floor. For example, a seal can be stamped next to the test form (third floor of the outpatient department) 9 It is recommended that each The department consultation phone is hung in the lobby so that patients can receive faster services. The first aid contact number is set in a more conspicuous position, buying valuable time for nearby residents when calling for help.
10 Strengthen the promotion of projects within the department. Each department promotes undergraduate information and introduces advanced undergraduate technologies, equipment and treatment projects. Many departments in our hospital produce relevant promotional leaflets for newly opened projects and place them in corridors, halls, etc., which are rarely read by people. Effective promotion efforts have not been achieved in the future. Placed in the ward, patients can easily access it when they are bored during treatment in the ward. This will greatly increase the number of patients' access and thus enhance promotion efforts.
11 I often encounter patients who come to the office with a list to "settle accounts." After communication and explanation, most patients accept the explanation, while some patients find our verbal explanation too one-sided and unacceptable. It is difficult for us to operate with emotions to achieve satisfactory results for patients. It is recommended to add a written explanation of the pharmaceutical service fee at the end of the daily list to increase the patient's trust and let everyone Every patient can understand the purpose of charging for this project and better carry out our diagnosis, treatment and care.
12 At present, our hospital is relatively lacking in commendations. We should clearly distinguish rewards and punishments. It is recommended that 10 medical staff with outstanding contributions should be evaluated each year, and short films should be made of the outstanding personal deeds of famous veteran Chinese medicine practitioners and employees of our hospital. Rolling publicity in the hospital. In this way, we can actively encourage everyone to be advanced and encourage those who are lagging behind, creating a good working atmosphere in which you catch up with each other and strive to be the first. It can also form the hospital's brand through personal brand benefits and become an invisible business card, thereby driving Development of departments and hospitals.
13 In fact, the term "seeing the big from the small" comes from the novel "Zhao Zi said" by Mr. Lao She, a famous writer during the Anti-Japanese War. It means that one can see the big from the small, and it means that one can see the big through small things. See the big picture, or see the whole from a small part. You can see the other person's character from a behavior, and you can see the construction of a hospital from a detail. Just like laying the foundation before building a building, only the details of the hospital can be strengthened. Everyone performs their duties and does every little thing in the work. Putting everything for the patient into every aspect of medical services. By strengthening the hospital's medical service management, continuously improving medical technology, and not letting "patient-centered" become an empty talk, we can provide patients with convenient, safe, and warm humanized services and create the unique service advantages of our Jiangzhong Hospital. The competitive strength of our hospital makes it stand tall in the forest of medical competition.
Part Three: Speech on New Ideas for Sustainable Development of Hospitals
Entering the 21st century, the development of our country’s hospitals is facing a new situation: ushering in the era of knowledge economy, joining the world trade Organization (WTO), with the establishment of the medical insurance market and the reform of the medical system, the competition faced by hospitals will become increasingly fierce. Many hospitals have repositioned themselves and formulated new development strategies. Studying the sustainable development of hospitals has important practical significance.
The sustainable development strategy is a comprehensive guidance strategy for the medium and long-term development of the economy and society. Improving the core competitiveness of the hospital is the key to sustainable development. Under the current situation, establishing new hospital management mechanisms, innovation mechanisms, and learning organizations, and establishing modern hospital service models are inevitable trends in future hospital development.
1 Challenges faced by hospitals
1.1 Hospital development must adapt to changes in the economic system. According to the country’s characterization of health services, hospitals should not aim at profit. However, the government's investment is seriously insufficient, and medical prices and values ??are seriously deviated. On the one hand, hospitals provide services to the society at "welfare prices", and on the other hand, they pay various expenses at market prices. The development of hospitals is difficult.
1.2 Hospital development must adapt to the reform of the medical insurance system. After the implementation of the medical insurance system, competition among hospitals has further intensified. There will be fierce competition between hospitals and hospitals and pharmacies for designated medical services, and even Introducing an irregular competition mechanism of "lose-lose-price reduction"; because patients have to pay a certain amount of medical expenses out of pocket, they have higher requirements for medical level, medical quality, service attitude and price.
1.3 Hospital development must adapt to changes in the hospital compensation mechanism. After medicine is “separately accounted and managed separately,” the state will gradually reduce the compensation for hospitals from drug revenue. As the country's current compensation mechanism for hospitals is imperfect, deepening reforms, tapping potential, and developing new economic growth points are important measures for hospitals to increase economic income and ensure healthy operation of hospitals.
1.4 Hospital development must adapt to changes in the modern medical model. As the disease spectrum changes and problems such as chronic diseases and population aging become increasingly prominent, the original medical model cannot meet the needs of society. Moreover, due to genetic, Influenced by behavior, psychological factors, lifestyle, and social environment, people expect a holistic medical model, that is, a bio-psycho-social medical model. Hospitals must timely adjust the education, learning, technology and scientific research, and communication abilities of medical staff to adapt to society’s growing needs.
1.5 The external environment faced by hospital talent management
1.5.1 The competition for talents at home and abroad is becoming increasingly fierce. In the 21st century, life sciences will develop at an alarming rate, and the medical profession has It is one of the top ten majors with the greatest demand for talents. After joining the WTO, in accordance with relevant rules, my country will allow the establishment of Sino-foreign joint venture hospitals, and the proportion of foreign capital in joint venture hospitals can be as high as 70%. Therefore, with the establishment of joint venture hospitals, in accordance with the general practice of multinational enterprises, a talent localization strategy must be implemented. That is to say, the foreign competition for my country's medical talents has extended from overseas to within the country, and domestic hospitals and overseas consortiums are competing within the country. The competition for medical talents has become imperative. In fact, hospitals face equally fierce competition for talent from domestic sources. Open recruitment of hospital subject leaders has become a means for some large hospitals to compete for talents, and the conditions provided are becoming more and more generous. On the one hand, the competition for high-level talents among domestic hospitals has become fierce; on the other hand, the stock of high-level talents in our country is seriously insufficient, with supply exceeding demand.
1.5.2 The talent flow mechanism is gradually formed. With the implementation of the personnel agency system, a two-way selection mechanism between talents and units has been formed. Under the planned economy, the model of relying on file cards has become outdated. Many cities have also formulated a system for free entry into the household with a bachelor's degree or above. Therefore, the model of relying on household registration cards no longer exists. According to the current personnel agency system in our country, the contract between the two parties is renewed every three years, and they face two-way choices before each renewal. This means that any talent can always change from a "contractor" to a "free person" ”, make your own choice to stay or go. From the perspective of national policy orientation, the country encourages marketization of talent allocation, which means that the policy environment for talent mobility is already in place.
1.5.3 There is a huge gap in wages and benefits. As we all know, the current wage and welfare system of hospitals in my country was formed in the planned economy. From the perspective of the structure and total amount of wages, compared with foreign countries, the difference between high-level talents is More than 15 times; compared with domestic foreign-funded hospitals, the difference in high-level talents is also more than 5 times. Before the 20th century, state-owned hospitals had advantages over non-state-owned units in housing, pensions, medical care, etc. However, these advantages have gradually been weakened, and the advantage in talent competition obviously no longer exists.
2 Planning strategies for the sustainable development of hospitals facing the knowledge economy
Entering the 21st century, we have ushered in the era of knowledge economy. Improving the core competitiveness of hospitals is the key to sustainable development of hospitals. It is an inevitable choice that the essence of core competitiveness should be "knowledge and skills". Its characteristics are unique, excellent, rooted in the organization, and its competitive advantage is sustainable. Although core competitiveness will not be gradually consumed like tangible assets, if the organization does not pay attention to updating and development, as time goes by and competitors continue to improve and surpass, the organization's advantages will also be lost. If you want to maintain and expand your core competitiveness leadership and gain lasting competitive advantage, you must grasp the future market development trends.
2.1 Implement the strategy of strengthening the hospital through science and education, increase investment in education, and strive to improve the core competitiveness of the hospital. Looking back on the history of modern economic development, the power of science and technology has almost always played a decisive role. In the era of knowledge economy, the focus of competition will undoubtedly be more focused on technology and education. Students can be sent out for further study and in-school lectures
to create a good learning atmosphere. Improve understanding and mastery of the knowledge system of disease diagnosis, treatment and prevention. It is necessary to strengthen talent training. Talent is the key to technological innovation. The cultivation of talents is a systematic project. It is necessary to select and train professional and technical personnel who are motivated in work, talented in technology, academically accomplished, and thoughtful in management to serve as the backbone of the hospital. Attracting high-level technical talents to work in the institute with preferential treatment can be short-term or long-term. Improving internal conditions, adapting to the external environment, having a sense of crisis and urgency in talent competition, and improving talent management levels are top priorities for hospital strategic management.
2.2 A scientific and reasonable organizational structure and an efficient and orderly management system are the prerequisite for the core competitiveness of a hospital. Why do some short-lived enterprises appear in the economic wave of China's reform and opening up? For example, Sanzhu Oral Liquid was very popular back then. Why is it no longer brilliant? It shows that it has no core competitiveness. The core of core competitiveness is knowledge, and the key to success or failure is the system. There are certainly many factors that contribute to the success of a hospital, but the success of sustainable development depends on the success of the system. When it comes to management systems, what people tend to think of is supervision and control, which are management systems in a narrow sense. The broad management system can be divided into two aspects: incentive system and monitoring system. To enhance the core competitiveness of the hospital, not only the monitoring and management system must be improved, but the incentive system must also be in line.
The biggest reform breakthrough since China's reform and opening up is the incentive system. The incentive system for hospital management needs to be further developed. 2.3 Build a learning hospital, strengthen technological innovation, and enhance core competitiveness. The key to a hospital's sustainable development is to enhance its core competitiveness. Today, with the rapid development of medical science, continuous innovation is the basis for maintaining the core competitiveness of the hospital. Innovative subject leaders and learning teams are the forces that maintain the core competitiveness of the hospital. Whether it is the challenges posed to medicine by changes in the disease spectrum or the problem of insufficient compensation mechanisms in health reform, they can only be solved through development. Technological innovation can become a new economic growth point in the medical industry and meet the development needs of hospitals and the people. health needs. To establish a hospital with innovation as its core competitive advantage, it is very important to create a learning organization.
To create a good hospital learning environment and create a learning hospital, we must strive to establish an environment conducive to organizational learning, including hardware construction based on learning networks and learning facilities, and software construction based on learning incentive mechanisms. , providing the hospital with good conditions at three levels: individual learning, team learning, and organizational learning, so that employees can have an atmosphere and environment where they can learn with peace of mind, be good at learning, and be willing to learn. Only when learning becomes a culture that is deeply rooted in the minds of employees and subtly affects their behavior can a lasting development strategy be formed.
2.4 Establish a modern hospital service strategy to adapt to changes in hospital development strategies. The core competitiveness of a hospital is its innovation ability, and this innovation ability is mainly reflected in two aspects: technology and service. In the face of intensifying hospital competition and expanding hospital development space, the development of hospital technology and services is the most important, and neither can be neglected. The quality and level of hospital services are the most intuitive expression of the quality of a hospital. Even if a hospital has poor service, people will still stay away from it, no matter how advanced the technology. In terms of medical service management, it makes more sense to pay attention to patient experience. Therefore, it is imperative to establish the concept of hospital service development, which is the need to enhance the value of hospital services, to better meet the medical needs of the people, and to achieve sustainable development of hospitals.
Hospital management should change from "medical-centered" to "patient-centered". Medical work is not just about "repairing" the patient's overall faulty parts, but also treating the patient's health as a whole. Medical treatment is regarded as an organic whole. Hospital services have also expanded from disease prevention and treatment to health protection, and will gradually expand to health promotion, improving life quality and extending life span. Obviously, establishing medical aesthetic values ??and strengthening humanistic care in modern medicine are more in line with the laws of sociology and medical development.
The development of hospitals has changed from a tendency of "emphasis on technology and light on services" to a hospital brand of "emphasis on the integration of technology and services". The transformation of the modern medical model is to emphasize a comprehensive medical model based on holistic medicine, which pays attention to both natural and social attributes of people. This transformation of the medical model is fundamentally an inevitable trend and result of the development of medicine. It is also an important symbol of the modern development of hospitals in the 21st century. It shows five major trends:
(1) From physiological services to comprehensive services services; (2) from extensive services to refined services; (3) from universal services to personalized services; (4) from basic services to special services; (5) from professional services to social services.
The hospital is transforming from the development stage of electromechanical hospital to the development process of digital hospital. Digital hospital refers to the integration of all clinical medical operations processes such as digital medical equipment, digital medical imaging systems, and digital medical information systems into the digital network through network technology to achieve paperless and tablet-free operation of clinical medical work. The impact of digital hospitals on medical services is also extremely profound. We can look forward to: All medical treatment can be conducted online, all examinations can be automatically conducted through network terminals, all medical information can be processed digitally, and conventional medical drugs can be e-commerce. Operation, etc., what kind of revolution will happen in such a hospital? We envision that digital hospitals will, to a certain extent, optimize workflow, information collection, medical services, and management models.
In short, as the process of economic globalization continues to accelerate, the entire social environment has undergone unprecedented changes. The development of hospitals has faced competition in disciplines, competition in economic benefits, competition in scale benefits, and competition in medical characteristics. competition and competition for social benefits. As a modern hospital manager, only by seizing development opportunities and planning for the future can we integrate into the track of change, welcome the arrival of the service economy, and put the hospital on a sound track of sustainable development.