Analysis and Application of Quality Indicators in Hospital Administrative Management Based on a Fuzzy Hierarchical Model

Abstract

The core competitiveness of a hospital lies not only in the competition of medical environment, medical technology, and service level but also in the management concept and management level. The decision-making ability, management ability, organization and coordination ability, and innovative thinking consciousness of hospital administrative cadres, both subjectively and objectively, determine the future development and performance of the hospital to a certain extent. Based on the fuzzy hierarchical model, this article analyzes the quality indicators of hospital administration management and finds that in the first-level indicators, work performance and work ability are more important than other indicators; in work performance, goal achievement, work efficiency, and work quality are relatively important. It is necessary not only to ensure the achievement of goals but also to ensure the quality and efficiency of the work; in the work ability, the execution ability and management ability have the largest weight value, so in the process of administrative management, we should focus on cultivating the execution ability and management ability; in the work attitude, the overall concept and leading by example have the greatest weight, so it is necessary to focus on the overall situation and lead by example; in satisfaction, employee satisfaction has the greatest weight, so it is necessary to pay attention to employee satisfaction in order to better retain talents. According to the department's management responsibilities, postcharacteristics, and daily assessment, according to the weights determined by the index system in the management line, and through expert points, the index weights are adjusted for departments with different work characteristics and their actual work conditions. Therefore, in the service guarantee department, the weight of work performance is 30%, the weight of work ability is 20%, the weight of work attitude is 25%, and the weight of satisfaction is 25%. In the technical management department, the weight of management ability is adjusted to 30%, the weight of coordination ability is adjusted to 5%, and the weight of innovation ability is adjusted to 5%. In party and government management, the weight of executive power is adjusted to 30% and the weight of analysis and discrimination ability is adjusted to 5%. In the service guarantee, the weight of adaptability is adjusted to 20%, the weight of coordination and communication ability is adjusted to 15%, the weight of analysis and judgment is adjusted to 15%, and the weight of management ability is adjusted to 10%. By establishing a quality index system suitable for hospital administrative management, the current common phenomenon of low work efficiency, large waste of manpower and material resources, and dependence on "waiting, letter, and inquiry"in hospitals can be changed, and the enthusiasm of hospital management cadres can be mobilized to achieve their goals. Give full play to the multiplier effect of hospital management and improvement, and realize the sustainable development and overall competitiveness of the hospital's overall long-term strategic goals. The implementation of the new medical reform strategy has driven the development and commitment of the medical and health service industry. The development of market economy has become a new challenge as a safe, efficient, convenient, and low-cost way of providing health care services to the masses. The core of hospital competition is not only the competition of medical environment, technology, and medical service but also the competition of concept management and management level. Decision-making ability, leadership ability, organization and coordination ability, and the understanding of the new thinking of hospital management structure determine the future development direction and performance level of the hospital to a certain extent.