| 研究生: |
謝正雄 Hsieh, Cheng-Hsyong |
|---|---|
| 論文名稱: |
全民健保總額支付制度之下醫院運用平衡計分卡對經營績效的探討 ----以某醫學中心為例 A Study on Applying Balanced Scorecard to Operation Performance of a Medical Center under National Health Insurance Global Budget System |
| 指導教授: |
吳植森
Wu, J-Sen, |
| 學位類別: |
碩士 Master |
| 系所名稱: |
管理學院 - 工業與資訊管理學系碩士在職專班 Department of Industrial and Information Management (on the job class) |
| 論文出版年: | 2004 |
| 畢業學年度: | 92 |
| 語文別: | 中文 |
| 論文頁數: | 104 |
| 中文關鍵詞: | 個案研究 、全民健保 、經營績效 、平衡計分卡 |
| 外文關鍵詞: | case study, operation performance, National Health Insurance, Balance Score Card |
| 相關次數: | 點閱:68 下載:0 |
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民國八十四年三月一日實施的全民健保由於財務緊縮,健保局於民國九十一年七月開始實施醫院總額預算制度,嚴格限制醫療費用的成長幅度,造成醫院收入的縮水;又加上降低藥價給付,使醫院的經營愈加困難。而對於屬於社會的、非營利的財團法人醫院,在面對理想與現實的拉鋸戰中,如何取得平衡點以達到永續經營的目標,更是重要的課題。
而且衛生署每三年對醫院的評鑑,則以醫療品質(內部流程面)、醫病關係(顧客面)及醫療教學研究(學習成長面)的高標準來督促醫院對這三方面的重視,相對地也增加醫院經營的成本。因此,劃時代的平衡計分卡制度所強調的四個構面之平衡關係與因果關係,就成為醫院經營團隊最有系統的管理工具。
本研究藉由「個案研究」的方式,以某醫學中心為研究對象。研究主要的目的是藉著醫療機構導入平衡計分卡之兩大特色:1. 使醫院上下專注在策略2.使各種活動彼此和策略協調一致;高階經營團隊了解平衡計分卡這項管理系統的威力,而且保持開放、透明、樂於溝通,讓所有員工可以一起參與、一起奮鬥,來獲得機構的成功。
研究結果發現,依據文獻上平衡計分卡推行的流程逐一地導入個案醫院,這整個導入過程,對個案醫院而言,經營團隊不僅確立了醫院的定位,更創造了差異性和競爭優勢。這些寶貴的經驗對個案醫院的經營績效而言,是大有幫助的。
The Bureau of National Health Insurance in Taiwan implemented a global budget system and made it in effect in July 2002. The system limits the growth rate of medical expense for improving deteriorated financial condition. As a result, many hospitals operate in a severe environment. Besides, every medical center in Taiwan requires a hospital assessment every three years conducted by Department of Health. Under the assessment, the hospital shall comply with some standards in the respects of doctor-patient relationship, teaching and research. It seems that the new budget policy and the assessment system play similar roles of cost and quality as those in the business domain.
In a business system, Balance Score Card (BSC) has been proven to be an effective approach to achieving operation performance under different perspectives. The BSC use four dimensions: customer, internal business process, learning and growth, and financial, for measuring business operation performance. A conceptual frame including the exploration of culture, vision and development of BSC are developed in the study. The results from the study of implementing BSC in medical center can be concluded in the following: (1) Positive outcomes can be achieved following the guidance of BSC practices suggested in the literatures. (2) The management team gains competitive force from the BSC system. (3) The knowledge obtained from the implementation process is very beneficial for improving hospital operation performance in the future.
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校內:2034-06-25公開