| Summary: | 碩士 === 國立屏東科技大學 === 高階經營管理碩士在職專班(EMBA) === 97 === A doctor’s being late for patients’ visit in outpatient department results in patients’ waiting, and affects the service quality and patients’ satisfaction. The research utilized the attitude questionnaire to investigate the possible negative attitude and responsive behavior of patients, nursing staff that attended, and medical directors of four regional hospitals in Kaohsiung and Pingtung when they faced the situation of the doctor’s being late for patients’ visit in outpatient department to explore the cost of the physician would pay for being late to make the phyxician be vigilant and avoid being late, decrease the patient’s time of waiting, and elevate the quality of medical service.
The research made use of the basic descriptive statistics, T-test, and Two-way ANOVA analysis to probe into the expression extent and difference of relevant people’s negative attitude and responsive behavior. The research found that most of relevant people’s tolerant time for the physician’s being late for patient visits was within 15 minutes. The relevant people’s negative attitude was chiefly negative emotional influence; moreover, it would affect their cognition for the doctor’s service quality, as well as the personal impressions, and comparing to male patients, female patients were more wishing to be informed of the doctor’s reason of being late. The patients and nursing staff would tend to hide their mental discontent; however, for the hospital image, the medical director would tend to exhort the doctor that was late. At the part of responsive behavior, similarly, the patients and nursing staff would tend to hide their dissatisfaction at heart, and adopt no action; the behavior they adopted was mainly complaint if they adopted any one, and female patients would have less negative responsive behavior if they were informed of the doctor’s reason of being late. On the other hand, the medical director would not sit by idly and remain indifferent, especially, most of the male directors would adopt the exhortation action privately.
When the doctor is late for patients’ visit in the outpatient department, the relevant people’s negative attitude is just as the implicit cost in cost iceberg theory, and negative responsive behavior is just like the explicit cost. As the proverb, “A feather shows the way the wind blows,” which means that from one small clue, one can see what is coming, the doctor should understand clearly the considerable price of being late for patients’ visit when seeing the relevant people’s responsive behavior. Aiming at all kinds of cost, the research proposed the management strategic matrix to be the doctor’s and the medical director’s management tool of boosting the hospital’s service quality. The management strategic matrix includes the waiting quarlity management, the service recovery management, the responsive ability management and the interpersonal relationship management.
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