Since 1980s, there is a radical change in the hospital service market. The market itself have changed from providers' market to buyers' market and the consumerism has accelerated. The third party payer emerging from the introduction of the health
insurance becomes a major buyer of health services, which allows it to function in the monopsony position. The competition becomes tense as huge capitals have participated in the market, which has endangered the operation of the medium and
small-sized
hospitals. The newly established WTO refrained the government from regulating its health care market, and would eventually open the global competition era.
In order to cope with ever changing environment, this study is intended to establish the futureoriented hospital management strategies, such as the vision management, creative personnel management and patient satisfaction-oriented management. One
of the
strategies is to diversify hospital services and integrate hospital systems. The specialization of patient care and strengthening of quality control are another strategies.
Furthermore, it is recommended that a hospital intensify its strategic point of health care, and build its image as patient-oriented care giver, counselor and problem solver. In the meantime, internally it is necessary to make employees feel that
they
are contributing greatly to health of the community and that hospitals are encouraging vigorously them to develop personal careers. Regarding the operation of health care facilities in the community, a sense of cooperative competition or of
competitive
cooperation should be built into within the community health care system. These are some of essences of the creative vision management for the hospital administration in the 21st century.
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