Management power of the private sector and common sense of the public sector

This is ideal, two-handed management.

And top management must take responsibility for risks.

Simply put, are the business owners prepared to go bankrupt instead of running away?

Is it really necessary to push yourself to that extent?

I’m asking myself.

Permits for nursery schools and nursing homes are determined by the number of local residents, including infants and elderly people.

In other words, the need is guaranteed.

In the past, it was always assumed that there were not enough nursery schools or special care facilities, so if you created one and secured the staff, there was no need for sales efforts to recruit users.

However, in recent years, the Tokyo metropolitan area is facing a financial crisis, with daycare centers not being filled and special nursing homes not being fully occupied.

However, many of the presidents of the corporations that operate the facilities, directors of the facilities, and counselors have little sense of the crisis and believe that the government will take care of them.

Medical corporations and social welfare corporations are, after all, private corporations.

In recent years, examples of civil rehabilitation of social welfare corporations have emerged.

The social security business is basically based on the legal system and taxes.

Due to administrative guidance, there is little freedom for independent private sector management.

They have the same temperament as employees of public nursery schools and elementary schools, and are concerned about the quality of service, but do not think there is any need to worry about management.

This is the same as the old national hospital.

For the sake of everyone involved, let me say that things are different now.

This is because there are many managers of public hospitals who are wise in terms of management.

In fact, these days, many managers of social welfare corporations lack self-awareness.

The difference in the perception of subsidies and the financial system is due to the difference in the sensibilities of public and private business managers.

In fact, even in private corporations, there are many cases of government-like indulgence.

Subsidies are provided because they would normally be in the red, but many private corporations end up building splendid buildings or purchasing excessively luxurious equipment to compensate for the subsidies.

Even if you temporarily reduce your debt by liquidating your building, you will have to pay higher rent from the next month, which will increase your monthly balance even more.

Even if they temporarily obtain funds by liquidating their buildings, many corporations end up going bankrupt.

People tend to equate coronavirus subsidies with loans and underestimate their responsibility for repayment.

Even though the corona loan will have to be repaid eventually.

In principle, Koyama owns its own facilities rather than renting them.

Earn profits, self-depreciate, and repay debt.

Every month, all facilities and corporations must be in the black.

If it’s a private business, it’s natural.

This is natural for executives of private corporations.

However, medical and welfare executives have become bureaucratized, and many do not consider management risks.

It is called the Minsho or the Master Hinomaru.

This is called the privatization of public sector businesses, but this is meaningless.

Many staff members at private medical and welfare corporations are content to accept that the environment is not as harsh as that of a company.

Both opening new businesses in the field of medical welfare education and revitalizing them require strong management skills.

We have specialized knowledge in law, real estate, and finance.

Above all, he has a high level of insight into social and educational projects and a deep love for patients and staff.

How many executives have this awareness and determination?

I want to develop as many responsible and capable executives as possible at Koyama G.

For this reason, we require high compliance from our employees.

This job doesn’t have to be excellent or work hard, but as long as everyone helps each other, this work can be done.

I withdraw my naive ideals.

No matter what I do, even if I undergo rough treatment, I will weather the storm that is about to come.

However, I’m not sure if Koyama G, a private company, has that many staff members.

In the management of Koyama G, there are an increasing number of cases that I have to review and confirm myself.

Unscrupulous consultants and brokers are beginning to work behind the scenes to defraud good and ignorant medical and welfare corporations.

It is the job of Koyama G’s executives to protect the flock of good sheep from these wolves.

Stop being a sheep.

Pulse oximeter 96/95/96

Body temperature 36.6 Blood sugar 160

Watchdog Good Sheep

CEO Yasunari Koyama


Posted by beatrice