Research On The Actualities And Measures Of The Implementation Of Humanistic Management In Daqing Oilfield General Hospital Group

ObjectiveAs the competition of the medical treatment market is becoming keener and keener, and the needs of medical and health service rises day by day, it has been a key subject which the managers of the Daqing Oilfield General Hospital Group have to seriously research on that, how the group could manage both to win in the market, and at the same time to satisfy the various needs of the people.Since the medical and health service is nowadays a market-oriented industry, a very real problem the group has to deal with, is to adapt to the requirements of the market, and participate in the competition. However, as a public service, the medical and health service industry has some characters that are not market-oriented in nature. This is a very common problem that everybody faces in the reformation of the medical and health system. How should this problem be solved? How will the Daqing Oilfield General Hospital Group make itself both a winner in the market, and more importantly a service provider to the oilfield, and to the society? In order to give answers to these questions, this paper introduces the idea of humanistic management to the medical and health service industry, which the leaders could take as a reference.MethodsInvestigation on the implementation of humanistic management in Daqing Oilfield General Hospital Group1. The"Year of market developing"activity: Build a brand of service which stands for excellent quality and standardization. Perform surveys among patients periodically, and when they are leaving the hospital, and use the results of the surveys to help improve the quality of the service.2. The"Year of advantage"activity: Provide more standardized, more home-like, warmer and more convenient services. Have internal quality audits seasonally ,which focus on clinical pathway, the quality of medical caring, patients satisfaction rate, quality of logistic services, etc. And base on the results of the audits, improvements and corrections are asked to be made in specific time.3. The"Year of basic services": Put in practice the"Service 1-3-2 project", in which"1"stands for one medical consulting hotline;"3"stands for three services -- service in limited time, service with multi choice and service of no gap;"2"stands for two directions communication between the patients and the doctors. And the"Quality 1-3-1 project"on medical safety, in which"1"stands for one strict clinical pathway system;"3"stands for grasp new technologies, the management of the key steps of treating critical patients, and that of treating patients on operations;"1"stands for persist one continuance on improving the quality of the service. And also the"3 control's project"on charging, which focuses on controlling the fee of every single service, controlling the percentage of fees for medicine in total fee, controlling the commenting system for medical caring services.4. The"Year of science"activities: Based on the"Year of basic service", take in practice the"3 no's"activity, which stands for no phone picking when treating, no treating after drinking, no gifts or kickbacks taking. And the"4-good team building"activity, which focuses on making group affairs public, pushing the progress of democratic politics, democratic management and supervision. These guarantees the rights of the employees, and make it more reasonable and efficient when making decisions.Results1. Business indicators rise every yearFrom year 2003 to 2006, the number of out-patients rise from 2,047,100 (person-times) to 3,717,000, i.e. an 81.57% growth; the number of inpatient surgeries rise from 11,000 times to 20,400, i.e. an 85.45% growth; the number of discharged patients rise from 43,100 to 7,400, i.e. a 71.69%; the income of the group rise from 0.492 billions to 0.754 billions, i.e. a 53.25% growth. In 2005, the annual per capita value created reached 174,500 Yuan, which was 21,800 Yuan more than that in 2004, and created a new record high. The annual per capita income in 2006 was 34,000 Yuan, which was 12% more than that in 2005.2. Quality indicators rise continuouslyThe percentage of income from medicines in total dropped from 81.5% down to 67.07%, from 2003 to 2006. And especially since the"Year of basic service"activity began in 2006, the percentage dropped from 76.4%, which was the number in 2005, down to 67%. That was 9.4% less. From 2003 to 2006, the success rate of rescuing critical patients rise from 96.03% to 98.90%; the integrated satisfaction rate on social services rise from 96.3% to 98%.3. Social reputation increasedFrom 2002 to 2004, the party committee was rated as"model party"committee by the three times; and the leading group was rated as "outstanding group","4-good group". The group was "gold unit of production safety" for four consecutive years. In 2004, the group was rated as advanced unit in the"Year of market development"activity; the advanced unit of Heilongjiang provincial health system cultural building, the advanced unit of professional atmosphere building, the civilized pacesetter unit of Heilongjiang Province; and two core hospitals of the group, the general hospital and the Longnan hospital were rated as the"model of trusted hospitals". In 2005, the group was rated as"unit of best reputation","advanced unit of health system professional atmosphere building","unit of best credit", and"advanced unit of Chinese corporate culture building". Three hospitals in the group, Chengfeng, Rangbei and Nanqu, were all rated as"national people trusted hospitals". In 2006, the group was listed in the"fourth national integrity credits", and rated as"unit of best credit of Heilongjiang province","advanced unit of hospital management"of Daqing city,"advanced unit of technologies". Liu, Xiangbin, the chief manager was given the award of"national outstanding contribution on hospital management", and introduced the experiences during the conference.ConclusionsThis research indicates that, through the implementation of the humanistic management, the Daqing Oilfield General Hospital Group has achieved a very exciting performance, and made a historic progress. The unhealthy practices were corrected in some certain levels. The business indicators rise every year; the quality indicators rise continuously; and the social reputation has increased. Measures1. Start from the concept of people-orienting to build a culture of humanistic in hospitals. First, a strategy of culture building should be made; and the developing goal should be clarified. Second, functional construction should be strengthened, and a good environment should be created for culture building. Third, make good use of various carriers of the culture, and carry out activities for culture building. Fourth, Ideological and political works should be led by the construction of humanistic hospitals.2. Start from the concept of people-orienting to build a health system of humanistic. First, keep in mind the idea of humanized health services. Second, build a humanized process of health service. Third, provide humanized health service of good quality.3. Implement humanized management based on need hierarchy theories. First, help employees with their difficulties in their real lives, satisfy their material needs. Second, touch people with love, satisfy their emotional needs. Third, respect the comments and suggestions of the employees. Fourth, provide employees with opportunities on their own career developing, satisfy their needs of self-realizing.4. Implement humanized management based on motivation theories. First, punish who should be punished, and praise who should be praised; stress on justice. Second, have motivations linked to the goal of management. Third, build a practicable motivating system. Fourth, vary the methods of motivation.