Bare B G, Battista S G, Mork D L, Bigelow V, Ritz A M
Health Prog. 1988 Apr;69(3):74-6.
To improve its efficiency and effectiveness, Alexandria Hospital, Alexandria, VA, has developed a strategy of participatory management: the management advisory board. The board, made up of 16 middle managers elected for six-month terms, is a problem-solving, idea-generating forum that may get involved in almost any aspect of hospital operations. Project ideas, which must be aimed at increasing the morale, efficiency, and effectiveness of the hospital and employees, can come from any employee at any level. Once a project has been accepted, it is assigned to a project committee, made up of at least three members who are given much latitude and are encouraged to use their individual and group talents and creativity. After the project has been completed and approved by the full board, it is submitted to the administration for approval and implementation. The board's results have led to a number of new policies and programs at the hospital, including "employee-of-the-year" recognition, standardized uniforms, disaster plans, quality circles, and management orientation. The board is now developing a physician orientation program, identifying outpatient service opportunities, investigating ways to control the use of copying machines, and studying the feasibility of using one particular travel agency for hospital travel.
为提高效率和成效，弗吉尼亚州亚历山德里亚市的亚历山德里亚医院制定了一项参与式管理策略：管理咨询委员会。该委员会由16名任期为六个月的中层管理人员组成，是一个解决问题、激发创意的论坛，几乎可以参与医院运营的任何方面。项目创意必须旨在提高医院和员工的士气、效率和成效，可来自任何层级的任何员工。一旦项目被采纳，就会被分配给一个项目委员会，该委员会至少由三名成员组成，他们有很大的自主权，并被鼓励发挥个人和团队的才能及创造力。项目完成并经全体委员会批准后，将提交给管理层批准和实施。该委员会的成果已促成医院出台了多项新政策和项目，包括“年度员工”表彰、统一制服、灾难预案、质量圈和管理培训。该委员会目前正在制定医生培训计划，确定门诊服务机会，研究控制复印机使用的方法，并研究指定一家旅行社负责医院差旅的可行性。
