An Empirical Study of Business Strategy and Decision Making by Medical Facility Managers : Developing a Decision-Making Model

医疗机构管理者的业务战略和决策的实证研究：开发决策模型

• 批准号: 16530260
• 负责人: SAKANASHIN Kaoru
• 金额: $ 2.24万
• 依托单位: Yokohama City University (2005)Kyoritsu Women's Junior College (2004)
• 依托单位国家: 日本
• 项目类别: Grant-in-Aid for Scientific Research (C)
• 财政年份: 2004
• 资助国家: 日本
• 起止时间: 2004 至 2005
• 项目状态: 已结题
• 来源: https://kaken.nii.ac.jp/en/grant/KAKENHI-PROJECT-16530260/
• 关键词: decision-making; hospital organization; hospital director; business strategy; medical policy; コンフリクト; 経営改善; 安全; サービス

Research Objective : Medical facility management operates within an increasingly harsh business environment as it tries to maintain and expand high quality medical service for community residents. Our objective is to ascertain and analyze the ways in which managers determine business strategy and make decisions as they manage their institutions. With this information, will develop the "business strategy and decision-making procedures model for hospital facility managers"Results : When organizational decisions are made in hospitals, top-level committees examine the issues and the hospital director usually gives the final approval. As such, most hospitals use the same decision-making process as ordinary companies. Our examination of actual hospital decision making shows that it is multifaceted, with top priority being given to stable management and provision of full medical services to patients. But, closer examination shows varying patterns that conform to policies encouraging medical r … More eform, and so forth. However, there were differences among facilities with different numbers and classification of sickbeds, and financial strength with very costly matters and investment requiring matters were concerned. In general, intra-hospital organizational conflict seemed to occur due to the impact of unavoidable restrictions on institutions and the characteristic autonomy of specialists. There was little conflict in management. The proponents are mainly the hospital directors, and final decisions are made at central meetings such as management meetings and board meetings, and are top-down in style. Because decisions are made from top to bottom, the challenge was to infiltrate those decisions to all the staff at the institution. Organizational decision making in hospitals was clarified in this study as follows : 1.Strategic decisions about hospital management are influenced by the external environment. 2.Hospital size, financial strength, and the qualifications of top management (judgment, decision, leadership, and negotiating skills) all have an influence. 3.The external environment includes a)the socioeconomic impact of government and bureaucratic medical reforms, revised medical fees, and so forth, b)regional characteristics and competing hospitals, and, c) demographic movements and trends and new ideas among patients (consumers), potential consumers, and so forth in applicable regions. 4.As far as the influence of the socioeconomic impact of policy reform are concerned, the ability of top management to quickly perceive and respond to change and a hospital's organizational size, sickbed classification, financial strength, and so forth all have an influence. 5.In case of regional characteristics and competing hospitals, it is important applicable hospitals must know and differentiate their selling points and strengths. 6.When there are demographic movements and trends and new ideas among patients (consumers) and potential consumers in applicable regions, it is important for hospitals to pursue enhanced patient services and improve management relations. 7.The process of organizational decision making in hospitals is the same as the process used in ordinary companies, but the top manager's disposition has a greater force, and the challenge to infiltrate decisions to all the staff in the institution that have the characteristics of a specialist group. 8.The evaluation of the decision making was largely based on patient satisfaction. Less

研究目的：医疗设施管理在日益严峻的商业环境中运作，因为它试图为社区居民维持和扩大高质量的医疗服务。我们的目标是确定和分析管理者在管理机构时确定经营战略和做出决策的方式。有了这些信息，将开发“经营战略和决策程序模型的医院设施管理者”结果：当组织决策在医院，最高级别的委员会审查的问题和医院院长通常给予最后批准。因此，大多数医院使用与普通公司相同的决策过程。我们对实际医院决策的研究表明，它是多方面的，最优先考虑的是稳定的管理和为病人提供全面的医疗服务。但是，更仔细的检查显示出不同的模式，这些模式符合鼓励医疗保健的政策。 ...更多信息 eform等等。但是，不同床位数量和类别的设施之间存在差异，并且涉及非常昂贵的事项和需要投资的事项的财务实力。一般而言，医院内部的组织冲突似乎发生的影响，不可避免的限制机构和专家的特点自主权。在管理上几乎没有冲突。提议者主要是医院的院长，最后的决定是在管理会议和董事会会议等中央会议上做出的，而且是自上而下的风格。由于决策是自上而下做出的，因此面临的挑战是将这些决策渗透到机构的所有工作人员中。本研究阐明医院组织决策的主要观点如下：1.医院经营决策受外部环境的影响。2.医院的规模、财务实力和高层管理人员的资格（判断力、决策力、领导力和谈判技巧）都会产生影响。3.外部环境包括a）政府和官僚医疗改革、医疗费用调整等的社会经济影响，B）地区特征和竞争医院，以及c）适用地区的患者（消费者）、潜在消费者等的人口移动和趋势以及新想法。4.就政策改革的社会经济影响的影响而言，最高管理者对变化的快速感知和反应能力以及医院的组织规模、病床分类、财务实力等都有影响。5.在区域特点和竞争医院的情况下，重要的是适用医院必须了解和区分自己的卖点和优势。6.当适用地区的患者（消费者）和潜在消费者出现人口流动和趋势以及新的想法时，医院必须寻求加强患者服务并改善管理关系。7.医院的组织决策过程与普通公司的决策过程相同，但高层管理者的倾向具有更大的力量，并且将决策渗透到具有专家群体特征的机构中的所有员工的挑战。8.决策的评估主要基于患者的满意度。少