The Managerial Challenge of Fong Yuan Hospital in a Competitive Environment

• Main Authors: Hui-Min Hsieh, 謝惠敏
• Other Authors: HUI-YUN YU
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/00506050557233584204

碩士 === 國立雲林科技大學 === 商管專業學院 === 97 === This essay is, in a way of case study, to probe into the strategy of operation management for Fongyuan Hospital, a public, region-level teaching hospital when facing so many challenges from the external environment, and the way how to change the current situation for a ongoing development. The study is expecting to reach the goal of teaching: Current situation of medical industries, the features of hospital management, the influence of health insurance policy towards the medical industries, the count-measures for medical industries for facing the health insurance policy, strategy manipulation from Fongyuan Hospital, and the probing into the competition and the cooperation among the medical industries. The first part of the essay is for the continent of the case, describing the founding and the management of change for Fongyuan Hospital, the critical challenges in the past and its count-measures. In 2004, the huge impact caused by the implementing of hospital global budget stabilization policy from the national health insurance, together with the opening of Tzuchi Taichung branch hospital, posed a tremendous threat to Fongyuan Hospital. To cope with the change from the environment, a series of strategy management were conducted in Fongyuan Hospital from 2004 to 2008, they were: the modification of the strategy theme, strategy performance management for the balance score card, strategic alliance, difference-making, watershed management, cultivation for the elite and etc. These actions led Fongyuan Hospital passed the evaluation of teaching hospital with a score of “Excellent”. The Critical-Emergency & Trauma Center in Fongyuan Hospital, to be started in service in 2009, would be a turning point for the growth of Fongyuan Hospital. The second part of the essay would be for the guidance for teaching; with probing and analyzing five questions, the following reflection would be thus guided: 1.) The difference of strategy manipulation and management between the medical industries and general industries, induced by the existing characters for developing for Fongyuan Hospital. 2.) What actual growth Fongyuan Hospital gained from the strategy management from 2003 to 2008. 3.) Under the framework of total global budget, what strategy available to Fongyuan Hospital for crossing the Red Sea and for achieving the goal of hospital growth by cost-down and value-addition. 4.) The Critical-Emergency & Trauma Center will be becoming the engine driving for the growth of Fongyuan Hospital, how Fongyuan Hospital could seize the opportunity and transform the hospital into the development of a medical center. 5.) By the analysis of development Fongyuan Hospital and Tzuchi Hospital, the cutting edges for competition for enterprises would be the excellent assets and the outstanding capability, Fongyuan Hospital does not have a better chance for its assets; therefore, the best option would be to cultivate the excellent capability for Fongyuan Hospital. The strategic cooperation among the enterprises would enable the enterprises to gain the bigger interests and avoid vicious competition for one another; the hospital operation cost is extremely high, the cooperation among the hospitals would allow the hospital to reduce the equipments, personnel and the competition of product lines. To cooperate or not, it would concern the conditions of cooperation, that is, if there is any imbalance of power between the hospitals and the willingness of cooperation—the intention to work together from the two hospitals will surely affect the feasibility of cooperation for the two hospitals. Under the case study, the researchers could give it a try to involve the decision-making from Fongyuan Hospital and to ponder in many different levels for the hospital operation.