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九十年代以来,疗养院所处的环境发生了根本的变化,从计划调配疗养资源到市场调配疗养资源,疗养院在激烈的市场竞争中不得不重新审视自己,以便重新建立其优势,重获市场占有率,设法确保其生存与发展。为了在这种生存与衰亡之间作出明确的抉择,许多疗养院采取各种措施选择发展的途径。如:改制成医院;与其他机构合并,缩小为门诊部;拓展与疗养相关的业务等等。疗养院如何发展?在疗养院发展周期的每个阶段应采取哪些相应的拓展业务措施和人力资源策略,这是个根本的问题。一、疗养院发展的演进历程无论是理论上的探讨或实务上的应用,从疗养院经营发展过程中,我们不难发现,疗养院发展经历了以下几个演进过程:计划导向阶段:
Since the 1990s, there has been a fundamental change in the environment in which sanitariums operate. From planning and allocating convalescent resources to allocating convalescent resources to markets, nursing homes have to reexamine themselves in the fierce market competition in order to re-establish their advantages and regain market ownership Rate, trying to ensure its survival and development. In order to make a clear choice between such survival and decline, many sanitariums take various measures to choose the path to development. Such as: restructuring into a hospital; merge with other agencies, reduced to out-patient department; expand and recuperation-related business and so on. How Nursing Homes Develop? What are the appropriate business measures and human resource strategies to be taken at each stage of the nursing home development cycle? This is a fundamental problem. First, the evolution of the nursing home evolution Whether it is theoretical or practical application, from the nursing home operation and development process, we can easily find that nursing home development has undergone several evolutionary process: Plan-oriented stage: