Research On The Strategic Management Of Public Hospitals Under The Background Of The New Medical Reform

The rapid development of large public hospitals,the centrality of medical resources,resulting in low utilization of small and medium-sized hospital resources,the phenomenon of hollow in primary hospitals is serious,patients gathered in large hospitals,medical treatment is difficult,the problem of expensive to see a little bit highlighted.In order to effectively solve the above problems,the Government has put forward a number of reform views on the cause of public health services,such as graded diagnosis and treatment,elimination of drug bonus and a series of measures.The government's macro-control policy has squeezed the income growth space of public hospitals to a certain extent.The diversity of patient needs,the rapid development of medical,medical and information technologies have led to increased investment in equipment and reinvestment of workers in public hospitals,resulting in an increasing cost of spending in public hospitals,which means that public hospitals are gradually at risk of not receiving support.On the other hand,the management of public hospitals in China has long been in an empirical state,weak management awareness,whether the decision-making is well implemented without feedback.Public hospitals are currently in a state of internal,public hospitals need to find their own positioning according to internal resources and capabilities,clear the future direction of development,and effectively implement decision-making.Positioning and direction problems reflect the connotation of strategy,strategic management can closely integrate the daily business activities of the Organization with the future development planning,and gradually form the core competitiveness of the Organization to achieve sustainable development.At present,the more recognized strategic management process of scholars mainly includes three stages,namely,strategy formulation,strategy implementation,strategic evaluation.How to turn strategic goal into the actual action of employees is the difficulty and key point of strategic management research in recent years,and strategic execution is the key factor that affects the success of strategic management.The balanced scorecard effectively makes up for the disconnect between strategy formulation and strategy implementation,realizes the transition from static theory to dynamic practice,makes the effect of strategy implementation get feedback,and finally makes strategic management become a closedloop state.Therefore,this article takes a province ZL hospital as an example,after field investigation and theoretical analysis,deeply studies how ZL hospital will be strategic map,Balanced scorecard,two management accounting tools through the whole process of strategic management,the 5 years of strategic objectives effectively landed,improve the implementation of the strategy.Case hospitals through the initial stage of strategic management exploration,so that cost management more refined,improve the utilization of assets,the creation of learning-oriented organizations,improve the patient's medical experience.Finally,this paper makes an empirical summary of the reasons why the case hospital successfully introduced the Balanced scorecard,and puts forward some reasonable suggestions for other public hospitals to promote the strategic management,so as to provide reference for the hospital to establish a modern management model.