Objective To investigate the current situations of operation management and corporate culture in the public hospital pharmacies, and to provide the evidence and suggestions for improving the performance of the public hospital pharmacies. Methods According to the principles and study methods of operation management and corporate culture, we designed the questionnaire to investigate the operation management and corporate culture among 306 managers and pharmacists working in 74 public hospital pharmacies. We used percentage and proportion for statistical description. Results (1) Over 70% participants considered that the public pharmacies lacked in consciousness of service and quality and that they cooperated as their clear responsibilities. (2) Nearly 60% considered that the public pharmacies lacked in awareness of costs and efficiency. (3)Nearly 50% thought that they could not get information in time and communicate enough. (4) About 50% considered that the working processes needed improvement. (5) About 60% realized corporate culture promoted pharmacies.Conclusion Public hospital pharmacies need to improve operation management and foster unique corporate cultures to enhance comprehensive competitive strength.
As an advanced mode of diagnosis and treatment, day surgery is widely carried out in foreign countries. Although it started late in China, it has been gradually valued and vigorously promoted in medical and health field in recent years. The effective implementation of day surgery in hospital cannot be separated from the strong support of performance management system. Through introducing the performance management experiences in promoting day surgery mode in West China Hospital of Sichuan University, this article discusses how to construct an effective whole-course performance management system for day surgery combined with operation management through three mechanisms: the management committee mechanism, the operation management mechanism and the performance assessment mechanism, which are based on the structure-process-outcome dimensions of quality management system, at the three levels of hospital, department and position, so as to provide a reference for developing day surgery in China.
Under the background of a series of national policies, various forms of medical association have been established in recent years. The purpose of the medical association is to promote the coordination and integration of medical services and the rational distribution of medical resources. However, the implementation effect varies greatly. In the process of construction, there are problems such as the unsynchronized coordination and operation between the upper and lower levels, the inadequate integration of resources, the differences and conflicts in information standards and even cultural concepts, which limit the construction effect of the medical association to a certain extent. In order to solve these problems and explore a better path for the construction of medical association, this paper summarizes and analyzes the integrated development and construction measures of “discipline+operation” of the First People’s Hospital of Ziyang under the “government-hospital cooperation”, hoping to provide experience and reference for the construction of medical association to a certain extent through the summary and analysis, thus contributing to the better development of the construction of medical association.
Objective To review the research hotspots and cutting-edge dynamics in the field of hospital operations management, providing references for relevant research in our country. Methods Using CiteSpace 6.1.R6 software, we conducted a visual analysis of English literature in the field of hospital operations management collected from the Web of Science database Core Collection from the establishment of the database to December 31st 2022. Result A total of 808 articles were included, with the first article in the field of hospital operations management published in 1980 since the establishment of the Web of Science database. Over the 42-year period, annual publications had shown an increasing trend. Research outcomes were concentrated in institutions and researchers from Europe and the United States, but academic collaboration among institutions and authors was not particularly close. The hotspots in related fields mainly focused on aspects of care quality, management, and performance. Conclusions Studies on hospital operations management in China are in the early stage, and the international influence of research outcomes needs to be further strengthened. The research frontier has shifted from healthcare quality and safety to internal financial performance, human resource management, and resource allocation. Research on the application of technological methods in hospital operations management will continue to emerge.
Objective To compare and analyze hospital operation and management models between China and foreign countries, in order to provide reference and guidance for the continuous improvement of hospital management in China. Methods The NVivo software was used to conduct a qualitative comparative analysis of domestic and foreign literature on hospital operation and management models in China National Knowledge Infrastructure, Wanfang, Web of Science, and PubMed until December 2022, and a model for the differences in operation and management between Chinese and foreign hospitals was further constructed. Results Finally, 33 Chinese literature and 21 English literature were selected as the raw materials for NVivo qualitative analysis. A comparative analysis of the operation and management models of Chinese and foreign hospitals from four dimensions: structure, process, results, and continuous improvement showed that there were differences in operation and management systems, talents, processes, finance, refinement, and innovation between Chinese and foreign hospitals. Conclusion Hospital operation and management needs to be deeply integrated with business work, improve the construction of hospital operation and management system, strengthen the competence of operation talents, pay attention to resource cost-benefit analysis, attach importance to the two-way integration of business and finance, optimize the adjustment of operation and management structure, and attach importance to the innovation drive of new technology application, in order to promote the scientific, standardized, refined, and informationalized level of hospital operation and management.