| Summary: | 碩士 === 國立中山大學 === 政治學研究所 === 96 === The balanced scorecard, BSC is an idea submitted to Harvard Business Review by Prof. Robert S. Kaplan of Harvard University, from the medical academy, and Mr. David P. Norton, from the practical business field, in 1990. The present idea consists of the concepts and systems aiming at measurement of the continuous efficacy of business so that many profit and non-profit organizthations have equally introduced the present concepts and systems to attain the expectations and strategies of the organizations.
Through the developmnts over the past decade, now the balanced scorecard has shown not only a great efficacy in attaining and executing the strategies of the organizations but also some efficacy in investigating the strategies of the organizations and even in guiding and promoting the strategies. After the general health insurance system has been established, the medical industry has been developed rather in the direction of "becoming bigger size" and "becoming collective." Public hospitals were not the exception either. For example, Taipei Hospital and KaohsiungHospital were "combined" as a united hospital; the "area connection" of the DOH hospitals is an area union of the Northern areas of which the center is Taipei; another area connection as such is the area union of the Central and Southern areas of which the center is "Taichung Hospital;" further, many of poorly-managed hospitals have ceaselessly become "publically administrated and privately-managed." For example, Kangsan Hospital in KaohsiungCounty has delegated Shouchwan Hospital to manage it. No matter whether such developments are combinations,connections or delegation managements, all they are for the purposes of getting better continuous efficacys of the hospitals. Thus, in facing the daily competition of the medical circumstances, hospitals are required to revise the location and clarification of the expectations of their organizations. Furthermore, hospitals are required to adoptaccurate strategies to attain their expectations that would lead them to be survived for good.
The structure of the present study is a qualitative analysis that adopts a historical case study method and an in-depth interviewing study method. Taking the Jianan Mental Hospital as an example, discussions are made on the adjustment, which is done in responding to the severe changes in the outside administrative circumstances that the DOH hospital is faced, as follows: (1) Analyzing with SWOT the intensity of the aforementioned adjustment prior to once again introducing the balanced scorecard model. (2) Establishing the measurement indices in the 4 aspects. (3) Also, establishing the causal relation between the measurement indices and the strategical goals. (4) Finally, connecting the causal relation with the rewards to construct the effective driving factors. Then, there would be "a mutural growing of a psychiatric center of the first class of high quality and high efficiency, emphasizing humanity and rich in education and research climate, and that would provide the psychiatric patients in the Jianan area with psychatric services with completeness, continuity and comprehensiveness." These are the expectations of the Jianan Mental Hospital.
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