标题: | 以变革管理及网际网路提高医院营运绩效及民众满意度---署立新竹医院个案研究 Improve the Hospital Performance and Customer Satisfaction by Change Management and Internet--A Case Study of Hsin-Chu General Hospital |
作者: | 张景年 Ching Nien Chang 朱博涌 许禄宝 Dr. Po-Young Chu Professor Lu-Pao Hsu 高阶主管管理硕士学程 |
关键字: | 医院营运绩效;民众满意度;变革管理;网际网路;Hospital Performance;Customer Satisfaction;Change Management;Internet |
公开日期: | 2000 |
摘要: | 以变革管理及网际网路提高医院营运绩效及民众满意度 ---------署立新竹医院个案研究 学生:张景年 指导教授:朱博涌博士 许禄宝教授 国立交通大学 高阶主管管理学硕士班 摘 要 我国自民国84年3月1日开始实行全民健保后,医疗生态产生巨变,而健保局由于财务上的困难,提出一连串新的措施,例如:合理门诊量及总额预算,来压抑健保费用的成长,医疗界的竞争要比从前更为剧烈地去争食越来越小的饼,加上马偕、国泰、台大纷纷要在新竹设立分院,对于身在新竹的新竹医院而言是一个极大的挑战。 新竹医院在民国85年发生巨变之后,形象跌至谷底,加上民国87年初小儿科医师陆续离职,造成新竹地区没有医院可以看小儿科急诊的报导又喧腾一时,新竹医院在此时从事变革管理,期以内部管理的改善,来提高医疗品质,其做法在行政人员及医技人员方面有:推行礼貌运动(顾客构面)、实行TQM制度、ISO-9000(企业内部流程构面),而在学习与成长构面上则推动标竿学习及异常事件报告;在医师方面则推动奖励金制度的改革,鼓励学术发表(财务构面),医疗品质制度之推动(顾客构面)、大力推动人事制度之改革(企业内部流程构面),而在学习与成长构面方面则加入TQIP计画及举办医师共识营,在这些措施之后,可以发现医院的业绩各项指标(门诊人次、住院人日、急诊人次及营运收入)都有不断提升,同时医疗品质的各项指标的满意度(医疗品质满意度、服务满意度、时效上满意度、环境满意度)也都有平行的上升。在创新构面,则从事一连串网业的改革,期以网际网路做到优质的顾客关系管理。 关键字:医院营运绩效、民众满意度、变革管理、网际网路 Improve the Hospital Performance and Customer Satisfaction by Change Management and Internet ------A Case Study of Hsin-Chu General Hospital student: Ching-Nien Chang Advisors: Dr. Po-Young Chu Professor Lu-Pao Hsu Master Program of Management for Executives National Chiao Tung University Key words: Hospital Performance, Customer Satisfaction, Change Management, Internet ABSTRACT There has been a tremendous impact on health care industry ever since the start of national health insurance in Taiwan on March1,1995. Dealing with the financial problems, however, there will be more new policies offered by the national health insurance bureau, such as appropriate outpatient number and global budget. In other words, health care industry will become more and more competitive to share the fewer resources. Hsin-Chu is a high-tech city. The needs for better health care by its high-tech people is more intense. In addition, the establishment of branches of Mackay General Hospital, Cathay General Hospital and National Taiwan University Hospital will pose a new big challenge to Hsin-Chu General Hospital, an established hospital at Hsin-Chu for years. After the catastrophe in 1996, the image of Hsin-Chu Hospital fell to the ground, the flow of pediatricians, leave from Hsin-Chu Hospital in early 1998 made it worse. It therefore started implementing change management to improve the quality of medical care, which included good-manner contest(customer aspect), implementing TQM, ISO-9000(internal process aspect), benchmarketing, reports for accidents(learning and growth aspect). For the physicians, the revolutionary change of physician bonus system, academic achievements award(financial aspect), medical quality improvement(customer aspect), change of human resources system(internal process aspect), joining TQIP project and shared vision campaign for physicians(learning and growth aspect)were implemented. The results were the followings: all the achievement indicators (outpatient number, inpatient number, emergency patient number and revenue )were rising, the satisfaction criteria of various indicators for medical quality were improving at the mean time(satisfaction for medical care, medical service, hospital efficiency and facilities). Hsin-Chu Hospital also enforced its marketing to increase its visibility by mass media, to improve the communications with scienced-base industrial park community and to select a presented monthly marketing subject to the public. Besides, by the use of internet, a series of reforms on the web site to implement better customer relationship management as an innovation for health care industry are in progress. As quality improvement is a constant process, all the reforms are therefore still in process, hence the evaluation for the future result will be more effectively assessed by the balanced scorecard approach. |
URI: | http://140.113.39.130/cdrfb3/record/nctu/#NT890627017 http://hdl.handle.net/11536/67950 |
显示于类别: | Thesis |