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原文文本 - English英语 Hospital management
JHMHP: What do you think are some of the most important qualities and skills that hospital administrators should possess?
Prof. Hayes: Skilled hospital administrators, whether physician or health care administrators, have an in-depth understanding of the hospital they manage. Additionally, they understand how employed, independent and group physician practices interact with the hospital and the nuances of those interactions. As to important qualities in a leader, the ability to be fair and open-minded seems essential, followed closely by the ability to approach difficult situations in a straight-forward, transparent manner.
JHMHP: What do you think are the most important management philosophy or principles or values in the whole system of Mayo Clinic as a worldwide leader?
Prof. Hayes: A number of the principles of Mayo Clinic were established by the Mayo brothers when they formed the Mayo Foundation. From as early as 1908, the founders determined that the organization would be “physician led and professionally run”. For Mayo Clinic that meant establishing a dyad model of physician and administrator teams to jointly lead all areas of the organization. Mayo recognized early on that while a physician leader is critical if the needs of the patient are to be central to the mission, the skills of an administrative professional would complement those of a physician and ensure organizational success. In more recent years, Mayo Clinic’s leadership model in clinical areas has evolved to include a nurse manager as a key figure resulting in a triad leadership team for the practice.
Two other principles have been critical for Mayo Clinic and hospital management. The first is that Mayo’s hospitals are now wholly owned and part of the foundation, which means that Mayo Clinic is a single entity with no financial differentiation between its in-patient and out-patient practice. And second, that our hospitals are closed staff and all our physicians are employed and salaried.
Hayes 教授：水平高超的医院管理者，无论是医生还是医院管理人员，都对他们所管理的医院了如指掌。此外，他们深谙直接雇员、自由执业医师和医师集体与医院之间的互动关系，以及这些关系的细微差别。至于领导者的重要素质，公平的处事方式和开放的心态似乎是必不可少的，另外就是直截了当、公开透明地处理困难问题的能力。
Hayes 教授：梅奥医学中心的很多原则是由梅奥（Mayo）兄弟在创办梅奥基金会时制定的。早在1908，创始人就确立了中心的运营方针——“医生主导，专业运营”。因此，梅奥医学中心需要建立一个医生团队和医院管理团队并行的双轨模式，共同领导中心的方方面面。梅奥很早就意识到，既然医院使命的核心是患者需求，就必须设置一名医生领导，而医院管理者的技能与医生的技能互补，从而确保全院层面的成功。近年来，梅奥医学中心在临床领域的领导模式已经升级，认可护士领导也是关键角色，于是在管理上形成三方领导团队。
In my 5 year's experience in English-Chinese translation, I have translated over 1,000,000 words and reviewed over 600,000 words. At the meantime, with a certificate of CATTI-2 and a B.S. in Chemistry from a top-10 university in China, I have demonstrated my competence in science-related translations and more.
My specialized translation fields are as follows:
website localization
chemistry, biology, medicine
subtitling
cosmetics
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关键词： medicine, subtitling, cosmetics, training manual and website localization
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