教學醫院之策略管理－以南部某公立醫院為例

Abstract

醫院產業的競爭情況，針對醫療產業發展過程，以醫院經營管理作研究基礎，探討醫院產業面對產業環境變化，及如何因應並發展其核心能力，維持競爭優勢，達到生存永續經營目標，藉由個案醫院之內部環境、外部環境(含產業環境及總體環境)作整體分析，並探討本個案之發展現況、特性及產業競爭要素，進而從者所面臨之機會、威脅與競爭之優、劣勢，以供產業擬定相關經營策略時之參考。 本研究以個案分析法為研究方法，針對個案醫院之策略進行研究，並以策略的擬定、五力分析、SWOT分析找出個案醫院的競爭策略及文化價值。 提供專業的診療服務，解決病人身心靈的痛苦，教導民眾健康促進及自我健康照護的全人預防醫學，這樣的理念，應該貫徹到全醫院內；並且透過系統性的教學活動及「做中學」的臨床實務教學，讓核心競爭力永續傳承。 本研究提出新定位，提出“新價值、新世界”之重要歸納。 1. 新價值：原味覺醒（願為決心）：用心傾聽、安心就醫、守護健康 2. 新世界：斯土斯民、人性關懷、共創價值 「以人為本」的成功的關鍵是，打造完全以員工、患者為中心的醫院，把所有員工都變成醫療高手。運用價值導向的管理制度，並且讓制度完全符合員工需求，能夠為醫院帶來長期成功。

Strategic management concepts have been employed within health care organizations for more than 40 years. Many of the management methods adopted by hospitals were developed in the business sector. Strategic management, especially when customized to health care, does seem to provide the necessary processes for health care organizations to cope with the vast changes that have been occurring. The Porter five forces is used analyze the competitive advantage. Porter's contributions have been cumulative- a string of big ideas which, when considered together, constitute a comprehensive recipe for competitive success. Strategies explain how an organization create unique value. The McKinsey 7-S model can be applied to elements of a hospital. 'Hard' elements are easier to define or identify and management can directly influence them. 'Soft' elements can be more difficult to describe, and are less tangible and more influenced by culture. Soft elements are as important as the hard elements if the organization is going to be successful. A public hospital of Southern Taiwan has a good roadmap for success. Another step to create the new concept and new culture leads the hospital to become a new medical center in Southern Taiwan.