【作者】 程洁；

【导师】 王斌全；

【作者基本信息】 山西医科大学 ， 护理学， 2011， 硕士

【摘要】 学习型组织理论是当今世界最前沿的管理理论，医院作为知识密集型和技术密集型单位，引进和运用这一理论是十分必要的。美国多家大医院己采用该理论和模式进行革新，并取得了较显著的效果。中国的一些企业、医院和学校等也进行了创建学习型组织的理论研究和实践工作，并取得了显著的成效。创建学习型医院，是建设学习型社会的重要组成部分，是培养和造就高素质医疗服务队伍的迫切需要，同时也是提高医院综合实力，促进医院全面发展的有效途径。在医院管理的实践中运用学习型组织理论，创建学习型科室，为医院的健康发展提供一种新的思路和方法。学习型组织理论认为，学习型组织是指组织通过“系统思考”、“自我超越”、“改善心智模式”、“建立共同愿景”和“团队学习”等一系列修炼，从而改变整个组织行为，以强化组织变革和创新的能力。五项修炼是指五条路线（理论和方法），用来开发三种“团队核心能力”（core learning capabilities）：激发热望（aspiration），开展反思性交流（reflectiveconversation）,理解复杂事物（complexity），这些能力是从以“认知和感知”、“态度和信念”、“技巧和能力”为构成要素的深层学习环路中产生的。本文通过文献检索法，深入研究学习型组织本质，基于学习型组织的深层学习循环以及推动深层学习循环的战略结构，研究分析鲍尔.沃尔纳的五阶段模型、约翰·瑞定的“第四种”模型以及刘大星提出的包括愿景系统、学习系统、创新系统、文化系统、组织系统、人员系统在内的六大系统建构模型；在理论研究的基础上，通过个案研究法、问卷调查法，对某三级甲等医院的一个重点品牌学科现状，从愿景系统、学习系统、创新系统、文化系统、组织系统、人员系统方面进行个案分析，理论结合实际，分析现存的优势与劣势，提出了创建学习型科室的基本构想。本研究将理论与实际相结合，为医院创建学习型组织提供了参考与借鉴，将学习型组织理论引入医院管理建设中，能够提高医院整体学习能力及核心竞争力，促进医院的可持续发展。更多还原

【Abstract】 The learning organization theory is the world’s foremost management theory. As aknowledge-intensive and technology-intensive unit, It is very necessary for hospital tointroduce and use this theory. Several large hospitals in the United States have been innovatedaccording to this theory and model, and have achieved remarkable effect. Some of China’senterprise, hospitals and schools have also conducted the theoretical research and practicalwork to establish the learning organization, and have achieved remarkable results.Creating a learning hospital, which is an important part of building a learning society and isquite urgent for cultivating and fostering high-quality medical services team, also greatlyimprove the overall strength and promote the comprehensive development of the hospital. Inthe practice of hospital management, we adopt the theory of learning organization to createlearning departments, in order to provide a new way of thinking and methods for the healthydevelopment of the hospital.According to the learning organization theory, learning organization refers to through the"systems thinking", "self-transcendence," "improving mental models," " establishing commonvision" and "team learning" and a series of practice to change the organizational behavior tostrengthen the ability of organizational innovation and creation. The Fifth Discipline isfive lines (theory and method), which is used to develop three "core team competence " (corelearning capabilities): to stimulate desire (aspiration), to carry out reflective exchanges(reflective conversation), to understand complex things (complexity). These capabilities aregenerated from the deep learning loop which includes three elements："cognitive andperceptual," "attitude and belief "and "skills and abilities" .Through literature review method, we conduct in-depth research of the nature of the learningorganization. Based on the deep learning cycle of learning organization and the strategystructure promoting deep learning cycle, we analysis Powell. Walnut’s five-stage model, JohnSwiss "on Four" proposed model and the Liu system, which includes vision system, learningsystem, innovation system, cultural system, organizational system and personnel system；On thebasis of theoretical research, through case studies and questionnaire survey, we create a caseanalysis of the foundation of a top three hospital’s learning department; according to the vision systems, learning systems, innovation systems, cultural systems, organizational systems andpersonnel system, integrating theory with practice, analyzing the existing advantages anddisadvantages, we propose a basic idea of creating the learning department.This study combine the theory and practice, providing reference and experience for the creationof learning department ;and introduce the learning organization theory into the construction ofhospital management, improving the overall learning ability and core competitiveness andpromoting the sustainable development of the hospital更多还原