Medical Management Mode of China Hospital

The hospital management model in China has experienced three development periods: 1949 Before the founding of People's Republic of China (PRC), the hospital management model mainly applied the models of the United States, Britain, Germany and other countries, especially the missionary hospitals, which were similar to the missionary countries that founded the hospitals; After the founding of New China, China comprehensively studied the Soviet Union and fully implemented the management mode of planned economy. The main features are as follows: ① the leadership of the Party occupies the highest position in the hospital, and the president is in charge of hospital business under the leadership of the Party organization; (2) Fully subsidize the economy and implement the "three lows" policy of low medical charges, low drug prices and low wages of employees; (3) Due to the low level of national economic development, hospital funds are difficult and hospital conditions are poor; (4) Most patients are paid at public expense and engaged in labor insurance. Since the Third Plenary Session of the Eleventh Central Committee of the Communist Party of China, under the guidance of the reform and opening-up policy, hospitals have been constantly changing in terms of funding sources, leadership and management systems, financial management, employee bonuses and so on. That is, the gradual transition from planned economy to commodity economy and market economy system will transform hospitals from pure welfare to public welfare institutions that reflect the nature of government welfare; From a single government grant to multi-channel and multi-form medical care; From all public or collective hospitals to hospitals of various forms of ownership; From the party and government leadership to the principal responsibility system or the principal responsibility system under the leadership of the party organization; Never pay attention to the responsibilities and rights of employees, and become various forms of responsibility system and incentive measures; Never attach importance to management to attach importance to hospital productivity, management and efficiency; From simple medical service institutions to focus on expanding prevention and regional health planning; From simple basic medical services to various forms of characteristic services under the premise of ensuring basic medical care; Improve the self-compensation ability of hospitals from completing medical services only to setting up the tertiary industry at the same time; From a single hospital-running system and content with "iron rice bowl" and "big pot rice", it has changed into a variety of hospital-running systems that coexist, compete and increase efficiency. In a word, the hospital has made remarkable achievements and great development through reform.

Over the past 50 years since the founding of the People's Republic of China, hospital management in China has accumulated both positive and negative experiences in practice and theory, especially under the leadership of the Party and the government, adhering to the socialist orientation of serving the people and socialist construction, building socialist spiritual civilization, reforming and opening up, relying on the vast number of medical personnel, improving the quality of medical personnel, adhering to the guiding ideology of patient-centered and quality-centered, and attaching importance to technical construction. Adhere to the three-level medical and health network and attach importance to the development of rural medical and health undertakings, adhere to economic laws and rational use of hospital resources, adhere to the principle of combining traditional Chinese and western medicine and relying on the three forces of western medicine, traditional Chinese medicine and integrated traditional Chinese and western medicine, adhere to expanding prevention, guide hospital work with the concept of great health, and adhere to the support of the whole society and run medical services in multiple channels and forms, which are all worthy of our continued persistence and development. But at the same time, we should also realize that there are still some problems in hospital management in China, which are mainly manifested as follows: ① The hospital management model has not adapted to the transformation of modern medical model, and the wrong practice of artificially separating medical treatment from prevention has basically not been corrected; (2) There are still many problems in the hospital leadership system, such as the division of labor between the party and the government, the distinction between politics and medicine, the responsibility and power of the director in charge of the hospital, the quality of leadership, the relationship between effective command and democratic management, etc. ③ There are still many drawbacks in the personnel system of the hospital, such as the problem of "iron rice bowl", personnel training and mobility; There are some problems in the distribution system, such as "from the same pot" and not paying according to work, as well as unreasonable distribution and "gray income" in a few hospitals, which seriously affect the enthusiasm of most medical staff; ⑤ The contradiction between the nature of the hospital, the charging standard and the national main channel has not been straightened out from theory to practice; ⑥ There are weak links in management, unreasonable fees and expensive medical treatment, which have become one of the hot spots of social concern. After the introduction of the national medical system reform plan, hospitals will face the realistic contradiction between raising a lot of funds and career development; ⑦ The problem of "grasping with both hands and being hard with both hands" has not been fundamentally solved, and some problems existing in the construction of industry atmosphere and professional ethics are shocking; ⑧ In hospital management, it is common that hospital management theory lags behind management practice and management concept lags behind management theory. Some hospitals don't even pay attention to the scientific management of hospitals, and hospital leaders and managers lack sufficient management theory and practical experience. The road to specialization of hospital management team is still far away. There are many problems in medical quality, and there is a big gap between the training of subject leaders and the technical construction of foreign advanced hospitals. Attending the medical law is not perfect, and there is a big gap between the medical law and the hospital according to law. The contradiction between the application of law and the Tianjin law and the way of handling medical disputes is prominent. In a word, there are still many problems in the vitality, efficiency and benefit of the hospital. Although these are contradictions and difficulties in progress, they all need to be solved seriously. Only in this way can the hospital adapt to the development needs of the new century and make the hospital management level in China catch up with and surpass that of developed countries abroad.