• 2008.03.28   Modular   [Shanghai]   Partly Chinese and partly English with sequential Chinese interpretation

Programme video

• [video] View programme director's insights into how the DIHMP helps hospital presidents and directors to manager their hospitals in a professional way
• [video] Get to know the DIHMP from participants' perspective

Go to the download page.

China has experienced a steady growth in the economy since 1980, and its population enjoys wealth and standards of living much higher than when the reform started in the late 1970's. This evolution in the economic condition has brought big changes in the organisation of companies, and in the way society itself is structured. An important component of the standard of living of a society is its health system - the access and the form through which health services are provided to the population.

This economic development will speed up the ongoing restructuring of China's health industry and the reform of its health care. These factors, specific to China, add to the factors affecting health care in the rest of the world, such as a growing availability of expensive new medical technologies, an aging and more educated population, globalisation of diseases, etc.

This reform will not be problem-free. At its centre, Chinese hospitals will need to adjust their offer and adopt international management tools and concepts to develop a patient-service-oriented culture while providing an attractive and challenging career to their medical professionals. The demand for hospital services will experience important changes both in volume and expectations. With increasing competition among the traditional Chinese health firms and the entrance of private insurers and providers, customers will soon demand from hospitals the same kind of service they are used to getting in other industries. This pressure will eventually revolutionise health care delivery in China as it has done in many other countries. The manager's role in health care organisations will only continue to grow in importance.

The DIHMP (Diploma in Hospital Management Programme) builds upon CEIBS Executive Education courses' established strength and offers a rigorous modular programme covering the different areas of management and their application in health care institutions in China. The course presents hospital management from the perspective of a President or General Manager; it reviews the major management disciplines, such as accounting, finance, human resources, marketing, operations, risk management, etc., and links them with integrative modules on business strategy, change management, and project management.

The programme includes 10 three-day modules taught over the span of a year and a half. The programme features some of CEIBS permanent faculty and some specially selected visiting professors from world-leading institutions of health management education. A guest from governmental or consulting organisations presenting the most updated views on the evolving Chinese health care reform panorama complements each module.

I urge you to take this opportunity to attend this year's edition of our Diploma in Hospital Management Programme, and join thousands of other Chinese executives who have already passed through our classrooms making CEIBS the best choice for management education in China.

Jaume Ribera
Professor, CEIBS and IESE Business School
Diploma in Hospital Management Programme Director

Over the past couple of years there has been increasing reform to the country's health care system. Many individuals that have been promoted to senior administrative positions in hospitals have been promoted based on medical rather than management expertise. There has been an increasing demand for hospital management education programmes. In 2000, CEIBS started a Hospital Management Certificate Programme in cooperation with the China Health Economics Institute (CHEI), Eli Lilly, and Shanghai Pharmaceutical Co. Ltd. This was a one-of-a-kind initiative by the healthcare sector and helped to facilitate the healthcare reforms in China.

In order to further promote executive education in the hospital management sector, the first session of the CEIBS Diploma in Hospital Management Programme was launched in 2003. It aims to equip individuals in senior management positions with a comprehensive and systematic set of international concepts and tools that can be applied to China's healthcare system. The programme facilitates senior hospital administrators to complement their medical expertise with management skills so that they are able to improve their operations as competition increases.  

Long-term development and continuous improvement are important principles that CEIBS DIHMP work by. The faculty that teach this programme are composed of CEIBS permanent and visiting professors. The design of the curriculum and some of the teaching activities are at the suggestion of authoritative officials from government agencies related to the industry. Since 2000, CEIBS has published considerable numbers of cases on various subjects including HR management, financial management, process management, customer management and change management, and more. Such precious resource pools are expected to be fully taken advantage of during the programme so that global management theories and paradigms can be combined with China's healthcare industry. As one of the pioneers in teaching and research of hospital management in China, CEIBS is committed to the maintenance of its leading position in business management education by continuously improving and updating its programmes.
 
To date, participants of this specific programme have reached over 300. Through lectures and case studies, the participants gained a systematic understanding of modern hospital management practices. They have opportunities to apply what they have learnt to improve their hospital operations. Participants of this programme are recognised individuals in the industry, many of which were promoted or entrusted to further responsibilities during and after their studies from this programme.

The programme will continue its cooperation with Eli Lilly Asia Inc. as it has since 2000. Showing support for the school's programmes, Eli Lilly has established Lilly China Institute Education Fund which will be used towards the development of the CEIBS Diploma in Hospital Management Programme.

CEIBS Hospital Management Programme Advisory Committee

• Chen Jianping, Director of Shanghai Shenkang Hospital Development Centre
• Chen Jie, Director of Key Lab of Health Technology Assessment, Ministry of Health (Fudan University), Professor
• He Mengqiao, President of Shanghai No.6 People’s Hospital
• Li Hongwei, President of Ruijin Hospital
• Li Yuedong, Secretary General of Chinese Hospital Association
• Song Ruilin, Deputy Director of Department of Education, Science, Culture and Public Health, The Legislative Affairs Office of State Council
• Wang Longxing, Director of Shanghai Food and Drug Administration
• Wang Xiaolin, Deputy Secretary General of Party Committee, Fudan University, Professor of Zhongshan Hospital
• Wang Yu, Director of Department of Medical Administration, Ministry of Health of The People’s Republic of China
• Xu Jianguang, Director and Secretary General of Party Committee, Shanghai Municipal Health Bureau, President of Huashan Hospital
• Yao Hong, Director of Department of Medicare, Ministry of Labour and Social Security
• Zuo Xuejin, Deputy Director of Shanghai Academy of Social Sciences

(in alphabetical order of surnames)

The programme has two major objectives:

• To equip participants with the new skills and competencies they will require to face the challenges of hospital management in the new millennium
• To broaden their mindset and develop new ideas to manage hospitals effectively

Specifically, it aims to help participants develop appropriate strategies for:

• implementing government health policy whilst responding to the specific and changing demands of the local population
• establishing vision and mission - formulating and implementing strategic plans for the hospital to stay competitive
• creating effective management systems which allow hospital management to monitor and observe the performance of key hospital processes, organisation arrangements, people and resources
• understanding how to respond positively when performance is inadequate and change becomes necessary

The programme targets Presidents, Vice Presidents, senior and middle level managers of hospitals and managers of healthcare administrations.

Each module will illustrate best practice in hospital management worldwide and then relate that best practice to the Chinese environment. The teaching approach will focus on:

• Presentation of the latest thinking on the subject matter
• Establishment of a theoretical context
• Distribution of practical toolkits and instruments to enable participants to implement theories in their own hospitals
• Visits to benchmark hospitals

The programme consists of three parts and lasts 18 months. 

• Part 1 - 10 modules: Each three-day module will focus on one key area and cover a range of topics related to the key area.
• Part 2 - Guest speakers, hospital visits and discussions: to enhance mutual understanding and cooperation. 
• Part 3 - Two graded assignments: The Diploma will only be awarded to participants who have attended all the modules and completed the assignments.

Module 1: Understanding the Health System
This first module explores the context of hospital management. It reviews the responsibilities of defining and running a health system, its challenges and current reforms, including the stewardship role of the ministries, the leadership role of hospital presidents and the growing pressures from patients. The module compares the basic structure of health systems in different countries and their performance measures, as seen from international health organisations. It presents the main lines of health system reforms both in China and other countries and the tools used, with an evaluation of their effectiveness.

Module 2: Hospital Human Resources Management
This module seeks to illustrate that human resources are the key asset in any organisation. It analyses how to gain competitive advantage from our key asset. It proposes that the ultimate purpose of management is human achievement and demonstrates ways of enhancing commitment amongst the staff to the hospital’s strategic goals.

Module 3: Hospital Finance and Management Accounting
In this module we aim to give participants an awareness of the importance of appropriate financial control mechanisms. We will illustrate the key principles of management accounting to enable hospital presidents to obtain information to evaluate the performance of their hospital and make rational plans for future development.

Module 4: Managing Hospital Processes
A hospital, like any other organisation, must define, measure, manage and improve its processes. The module presents the fundamental parameters of a process and the levers to manage it. It reviews process capacity, bottleneck management, productivity and quality issues, as well as pharmaceuticals purchasing and distribution, and personnel resources planning and scheduling.

Module 5: Marketing for Hospitals
Marketing was not a term usually associated with hospital operations, but it is now. The environment in China is moving towards that of a socialist market economy. The aim of this module is to give participants an understanding of the basic concepts of internal and external marketing and examines how it is essential for hospital presidents to develop, implement and evaluate their own marketing plans.

Module 6: Project Management and Implementation in Chinese Hospitals
Projects, the specific endeavors to create a unique product or service or to change the existing processes, usually consume most of the hospital managers’ time. In this programme we will evaluate the life cycle of a project and present useful tools to improve its management. The module also covers the application of project management in China’s hospitals.

Module 7: Developing and Implementing Strategy
This module will focus on key issues in hospital management, such as acquiring and maintaining a long-term competitive edge; developing and implementing strategies effectively; and improving overall management capabilities to avoid medical malpractices. Apart from the interpretation of most important theories, ideas and tools in strategies as well as in hospital management, we will consolidate and internalise these knowledge and skills through case analysis, group discussion and individual exercises. While drawing from the successes of Western experiences, we will also explore these practices with the realities of China’s health care environment and to apply them innovatively.

Module 8: Leading Change
In each module we will have tried to illustrate ways of improving the effectiveness of your hospital; any improvement will by definition involve change. Many initiatives for change fail because of the lack of a coherent strategy for change. This module will illustrate examples of organisations that have gone through transformational change successfully. We will focus on key success factors in the implementation of change in a hospital environment. Some Chinese and foreign experts will present successful experiences in hospital management or reform and will share their lessons with participants.

Module 9: Managing Risk
A hospital faces many different types of risks, some of them very obvious, ending in litigation, and others, hidden from managers’ view but as dangerous as the visible ones. This module provides participants with a model for risk management, starting with the definition and evaluation of possible outcomes and probabilities, the prioritisation of risks, the development of actions to eliminate or mitigate them and the creation of the corresponding organisational structures to make this risk management effective and sustainable.

Module 10: Managing Customer Service and Innovation
This module will present a framework of analysis of service delivery institutions focusing on external and internal customers. It will explore the advantages of considering and treating patients as customers, and how the organisation can define, manage and measure its processes to leverage this service perspective. Moreover, it will deal with how innovations can enhance both patient and employee satisfaction. We will look at total quality management systems worldwide and analyse the relevance of these systems and processes to the Chinese environment.

Jaume Ribera - Programme Director
Professor Ribera received his Ph.D. in Industrial and Systems Engineering from University of Florida, U.S.A. and Ph.D. in Engineering from Polytechnic University of Catalunya, Spain. He is Port of Barcelona Chair Professor of Logistics at CEIBS and Professor of Production, Technology and Operations Management at IESE Business School. He focuses his research interests on the design and improvement of production and operations systems in both manufacturing and service sectors, supply chain management, information systems in operations, etc. He is the President of the European Operations Management Association and also a consultant for the European Union and the World Bank.

Willem Burgers
Professor Willem Burgers holds Ph.D. of Michigan State University. He is Bayer Chair Professor in Strategy and Marketing at CEIBS. He teaches marketing and strategy both in the (E)MBA and in the Executive Education programmes. He also teaches industrial marketing in executive programmes at Columbia University. His research focuses on cooperative strategy and marketing strategy. He has designed and delivered in-company programmes companies such as Kodak, Lufthansa, Novartis, LVMH, BASF, GE, BBK, Boshi Fund, Digital China, Siemens, Honeywell, HP, Nokia, Motorola, Electrolux, BAT, Jiangnan Shipyard, Bright Dairy, Pudong Municipal Government, China Unicom, Ping An Insurance, Yili Group, Bayer, Lenovo, IBM etc.

Chen Jie
Professor Chen Jie holds Master degree of Shanghai Medical University and is visiting scholar in Harvard School of Public Health. She now teaches at school of Public Health in Fudan University, and is member of Chinese Hospital Administration Association. Her research interests focus on health policy and management, hospital management, standardised management of medical care quality and cost based on DRGs, price study on medical services, policy study on medical equipment development, medical technology assessment, clinical epidemiology, environmental hygiene, environmental toxicology, toxicokinetics of the complexing agent of phosphonate (HEDP) and environmental health epidemiology.

Christina L. Ahmadjian
Professor Christina L. Ahmadjian holds Ph.D. in Organistional Behaviour and Industrial Relations from the University of California at Berkeley and M.B.A. from Stanford University. She is Professor at Hitotsubashi University's Graduate School of International Corporate Strategy. She was an Abe Fellow and Foreign Research Scholar at the Institute of Social Sciences, University of Tokyo. Her research interests are corporate governance, organisational change in global environments, comparative institutional analysis in East Asia, interorganisational networks, and Japanese business and economy.

David Young
Professor Young holds D.B.A. in Administrative Systems from Harvard Business School and M.A. in Economics from University of California at Los Angeles. He is Visiting Professor at CEIBS and Professor of Accounting and Control at Boston University School of Management, and as Director of the Health Care Management Programme there. He has been an adjunct professor at Harvard University, teaching Chiefs of Clinical Service, Health Systems Management, and Leadership Development for Physicians. He served as a Gubernatorial-appointed commissioner and chair of the Massachusetts Hospital Payment System Advisory Commission and he is widely published in the health policy and management literature.

Ge Dingkun
Professor Ge received his Ph.D. degree in Strategy and Entrepreneurship, with an M.S. degree in Marketing from the University of Illinois at Urbana Champaign. He is Assistant Professor of Strategy and Entrepreneurship at CEIBS. His teaching interests focus on strategies for sustainable corporate growth, entrepreneurship, innovation and corporate entrepreneurship. His research interests include sustainable corporate growth, organisational learning, knowledge transfer and corporate innovation, entrepreneurship (venture capital investment, new venture creation and new venture growth), strategic alliances & inter-firm network relationship. He has won awards and acclaims in national and international competitions.

Howard Ward
Professor Ward is Professor of Management at CEIBS. Prior to working with CEIBS, he was employed by Manchester Business School. His teaching activities are in the field of managing change, organisational behaviour, leadership, cross-cultural teambuilding and human resources. He has designed and delivered in-company programmes companies such as Atofina, Sanofi-Aventis, Novartis, Roche, Eli Lilly, Shanghai Pharmaceuticals, Four-Ring Pharmaceuticals, Celstar, Bayer, Pfizer, Peking University 3rd Hospital, Jiangzhong Group, GE Healthcare, Goldpartner Biotech, BMS etc.

Karen Brown
Professor Brown received her M.B.A. and Ph.D. from University of Washington, U.S.A. She is visiting professor at CEIBS and Professor of Operations and Project Management at Thunderbird, The Garvin School of International Management. Prior to her move to Thunderbird, Professor Brown taught at the University of Washington for six years and Seattle University for sixteen years, serving as a faculty member, department chair, and associate dean. She has been recognised on several occasions for excellence in teaching, and her courses on project management were awarded the First Prize in the prestigious Instructional Innovation Competition hosted by Decision Sciences Institute. 

Lei Haichao
Professor Lei received his Ph.D. in Healthcare Economics from Shanghai Medical University. He is now working for the Ministry of Health for the study of health policies and healthcare reforms. He is a member of the WHO’s Scientific Health Care HR Planning Committee, as well as their Western Pacific Expert Consulting Committee for Health Care Research. Dr. Lei is also an advisor to the World Bank on the reform for China’s public health care system, and a professor and supervisor of graduate students at the Capital Medical University and Shandong University. He is also the vice president of the Beijing Hospital Association. He has authored 5 academic books and textbooks. His research interest include health economics, health car reform and hospital management.

Magdalene Rosenmöller
Professor Rosenmöller received her Ph.D. in Health Policy from London School of Hygiene & Tropical Medicine and Doctor of Medicine from Université Louis Pasteur at Strasbourg France. She is visiting professor at CEIBS and Lecturer and Researcher at IESE Business School. She has significant experience in providing consulting and research activities include health policy and stewardship, reform implementation, evaluation of technical assistance, health financing, health information systems, health expenditure surveys, financial sustainability of health interventions, hospital management, quality improvement and monitoring systems, and project management.

Song Ruilin
Professor Song received his Executive M.B.A. from CEIBS. He is Deputy Director of Department of Education, Science, Culture and Public Health of the Legislative Affairs Office of the State Council, President of CEIBS Medical & Health Care Industry Student Association, and Research Fellow of the International Research Centre for Medicinal Administration of Peking University, and Guest Professor of Peking Union Medical College. Ever since the establishment of the Bureau of the Legislative Affairs under the State Council, Mr. Song has been engaged in legislative review and research on public health and medicine. He is currently member of the National Committee on the Assessment of the Protected Traditional Chinese Medical Products, council member of China Pharmaceutical Association and Chinese Health Law Academy, and standing council member of China’s International Travelling Health Association and (Macao) International Association of Chinese Medicine.

Zhuo Xiaoqin
Mr. Zhuo Xiaoqin holds the current positions of Deputy Chief Editor and Head of the Editing Department in China Health Law. Previously he taught at China University of Political Science and Law. He began to study medical law since 1985 and joined in the health law-making work in Ministry of Health since 1989. Thereafter, he has been a law consultant since 1995 for many institutions, such as Medical Care Supervision Agency of Beijing Municipal Health Bureau, Department of Health of Hainan Province, Health Bureau of Haikou City, Health Bureau of Huizhou City, etc. He not only provided valuable guidance for these institutions but also participated in the actual supervision and implementation of medical law. His research area covers a variety of subjects, such as health jurisprudence, hospital management, medical care management, medical philosophy, medical ethics, clinical medicine, and medical jurisprudence, etc.

• Fill out and submit the application form
• CEIBS interview (incumbent Presidents and Vice Presidents may be exempted from interview)
• Eligible candidates will receive admission notices

For more details about CEIBS Diploma in Hospital Management Programme, please contact our Admission Office.
Ms. Angela Liu
Tel: 021-28905301
Fax: 021-28905183
E-mail: langela@ceibs.edu

* CEIBS reserves the right to amend information on this programme including price, date, location, faculty, daily schedule and other details.

"As one of the best business schools in Asia, CEIBS has provided hospital management programmes to senior hospital administrators, a move that has undoubtedly filled up a management blank in our country. I believe that CEIBS Diploma in Hospital Management programme will help hospital management in our country take another leap forward."

Song Rui Lin
Deputy Director
Department of Education, Science, Culture and Public Health
The Legislative Affairs Office of State Council

"The programme inspires me to take a proactive analysis on our hospital's strategy. Each module urges me to summarise and reflect on hospital management. With increased knowledge of hospital management, participants of the programme are more fully prepared in the transformation of being technique-oriented presidents to management-oriented ones, as well as being more aware of how to manage state-owned hospital operations in a market environment."

Li Hongwei
President
Ruijin Hospital

"The study of the Diploma in Hospital Management Programme at CEIBS has broadened my thinking and systemised my hospital's management. As a president of a private hospital, I appreciate the opportunity offered by CEIBS to learn and communicate with dozens of presidents from Grade 3A hospitals around China."

Lai Zhigang
President
Sichuan Hospital of Orthopedics

"What CEIBS has taught me is more the wisdom of practice than cutting-edge theories at home and abroad. This wisdom originates from the atmosphere, the horizon and the new perspectives provided by CEIBS. At CEIBS, I studied, thought and discussed with professors and peer participants with diverse backgrounds and from various cities and different types of hospitals. Participants all have profound practical experience and professors all have rich teaching experience, from whom I received new inspiration almost every moment. That is, I believe, the most valuable gain I have obtained."

Hou Shengcai
Vice President
Capital University of Medical Sciences Affiliated Beijing Chao Yang Hospital

"What I have learned at CEIBS are not ready answers, but open mindset, inspiring thoughts and practical analytical tools."

Dong Bingguang
Deputy Director
Labour & Social Security Department of Guangdong Province