Parsons R J, Rock K, Hutcheson O M, Nelson D
Health Prog. 1989 Dec;70(10):28-31.
Today's unstable healthcare environment is prompting not-for-profit hospitals to explore ways to preserve a fading altruistic posture. Holy Cross Hospital, Salt Lake City, sees middle management as a key to preserving a mission-oriented commitment to the delivery of healthcare. It is tapping the potential of its middle managers through a specialized management development program linked to mission objectives that attempts to assess and enhance individual abilities. The hospital formed a management development committee to identify several managerial characteristics that could have the greatest positive impact on preserving the hospital's mission objectives. The committee identified six major categories for focus: mission and philosophy; leadership style and influence; staffing, coaching, and developing employees; implementation functions; decision-making functions; and quality assurance issues. The hospital developed a self-assessment questionnaire for middle managers. As a self-evaluation tool, the questionnaire may not accurately represent each manager's specific level of knowledge, but it shows each manager's perceived needs and provides a basis for the development of instructional resources. It has also been useful in raising managers' consciousness of their performance.
当今不稳定的医疗环境促使非营利性医院探索各种方法，以保持逐渐消退的利他姿态。盐湖城的圣十字医院将中层管理人员视为保持以使命为导向的医疗服务承诺的关键。该医院通过一个与使命目标相关的专门管理发展项目来挖掘中层管理人员的潜力，该项目试图评估并提升个人能力。医院成立了一个管理发展委员会，以确定几个对维护医院使命目标可能产生最大积极影响的管理特征。该委员会确定了六个主要关注类别：使命与理念；领导风格与影响力；员工配备、指导与发展；实施职能；决策职能；以及质量保证问题。医院为中层管理人员制定了一份自我评估问卷。作为一种自我评估工具，该问卷可能无法准确反映每位管理人员的具体知识水平，但它显示了每位管理人员意识到的需求，并为教学资源的开发提供了基础。它在提高管理人员对自身表现的认识方面也很有用。
