建立健全医院立体化绩效考核评价体系On 3-Dimensioned Performance Assessment and Appraisal System1、前言：1. Preface在医疗改革呼声日益高涨和医疗市场竞争不断加剧的今日，医院如何改变原有的运行管理模式，适应新形势的变化，提高医院的核心竞争力，是医院管理者不可回避的重要问题。我国医院的进展经历了从设备竞争——技术竞争-—服务竞争——战略竞争的过程,目前正向文化竞争进展。竞争就要有目标,目标是医院进展的方向，在当前医疗市场的竞争中，实施目标管理是医疗机构保持竞争实力的最常用方法之一,更是医院管理的最常用手段之一。由于目标管理事先有比较明确的目标作为标准和动力，人们随时进行自我管理，并努力完成既定的工作目标。目标管理辅以绩效考核的手段,可以督促人们在实现目标过程中，及时调整方向进行资源整合，最终达到组织利益的实现。How can hospital transform the current mode of operation and management? How can hospital adapt itself to the new situation? How can hospital improve its central competitive strength? Those challenges have to be approached by hospital managers today especially when health care reform is earnestly called for by the medical market with intensive competition。 The development of hospitals in China has experienced the competition in equipment, technology， service and strategy respectively and now is getting into the cultural competition。 Competition， of course, feels like an objective, which is the direction of a hospital. In the medical market competition ， however ， objective management is the most popular practice for a medical agency to maintain its competitive strength as well as to manage a hospital. As objective management cries out for a definite objective in advance， which serves as a standard and impetus, people can conduct self management at any time and strive to reach their goal。 With help of performance appraisal, however， objective management may enhance timely adjustment of th...
