| Summary: | 碩士 === 高雄醫學大學 === 醫務管理學研究所碩士在職專班 === 95 === Objective:
Through the collection and discussion of surveys, this research discusses and categorizes the direction of strategies undertaken by district hospitals following the implementation of Global Budget System. Their character hospital、ownerships, and strategyies of transformation has been statistically analyzed, and it is hoped that this research can be a useful guide to district hospitals for their transformation strategies in the future, which may help yield better results following their transformation.
Methods:
Surveys were distributed to 352 district hospital directors (or their proxies) whose hospital passed annual assessment in 2005 (including teaching hospitals). The survey encompassed questions such as: hospitals’ management and transformation strategy following Global Budget System, the operating status of hospital in 2002-2006, and the level of identification with hospital localization.
this research invited 5 experts who specialized in practical hospital management and medical-related academic matters to participate in the examination of validity of this research. 30 directors of district hospitals were also given evaluation forms to rate the validity of the survey questions. After certificate of reliability anaysis, Cronbach’s Alpha score for the survey was 0.909.
SPSS (Statistical Package of the Social sciences) 12.0 software was used for Chi-squared test and Pearson correlational analyses.
Results:
There is no significant different on average occupancy rate, average private medicine rate, rate of hospital income account for NHI, and the rate of average payload account for expenditure when the global budget system implemented and after implementation. Base on the different ownerships, there is no significant different on average occupancy rate within public district hospital, non-for-profit district hospital, and private hospital. But the average private medicine rate and rate of hospital income account for NHI had significant different on year 94 and year 95. And the rate of average payload account for expenditure had significant difference, too.After the implementation of global budget, the degree of communization of the distinct hospital has positive relation with the operation of hospital on year 91-95, and there war significant difference on the average occupancy rate.After the implementation of the global budget, the distinct hospital take the improving quality of care and change the operation strategy as the transformation method.
Conclusion and suggestion:
Following the implementation of Global Budget System, transformation or finding a suitable management strategy has become a necessity for distinct hospitals. Though the analyses showed that the level of hospital localization has an obvious impact on distinct hospitals, hospitals should set out their future management plan according to their own interior conditions, as well as exterior medical environmental factors, and not to follow these results blindly. Otherwise, the outcome may not be better even following transformation or a change in management strategy.
|
|---|
