八步助力医院合并成功

• 出 处: 中国医院院长
• 发表日期: 2013年16期
• 关键词: 医疗集团 战略重点 科室主任 覆盖人群 未来发展战略 高层领导者 战略计划 合并协议 运营环境 磨合期

医院合并要经过双方董事会和管理层历时数月的战略重点讨论、观点评估、建议审核、艰难谈判,合并决定可能才能最终确定。数月的合并谈判不仅可能让领导者和管理层筋疲力尽,还可能造成员工人心惶惶。因此,合并决定的确令人欣喜。不过,这仅仅是医院合并的开始。若希望合并后的新医疗集团能够顺利运营,达到合并设定的目标,也并非易事。合并后的新医疗集团必须选出新的领导者、重组董事会、确定合并

The merger of hospitals should go through the strategic discussion which lasted for several months by the board of directors and the management of both sides. Opinion assessment, proposal review, difficult negotiation and merger decision may be finalized. Months of consolidation negotiations can not only exhaust leaders and management, but also create panic among employees. Therefore, the merger decision is really gratifying. However, this is just the beginning of a hospital merger. If the hope is that the new medical conglomerate will be able to operate smoothly and reach the goal of consolidation, it will not be easy. The new medical conglomerate must elect a new leader, reorganize the board of directors and determine the merger