| Summary: | 碩士 === 國立臺北大學 === 公共行政暨政策學系碩士在職專班 === 99 === When Taipei City Hospitals faced health care environment changing and under pressure of civil requirements of operating performance and self-financing, ten hospitals had been integrated into a joint hospital since 2005, use the "Department management " system of operation to improve hospitals operating performance, and to taking advantage of in the public health role. Subsequently, after two years, Taipei City Hospital adjusted system of operation from a highly centralized "Department management" system to a separation of powers "Branch management" system in February 2007, it shows dynamic adjustment process of the strategy in response to environment changing.
In this study, the main theories are strategic managements, the strategic management level of Hofer and Schendel is the main structure and then put the strategic management process of Nutt and Backoff, Robbins and DeCenzo and Ginter, Swayne & Duncan into the framework, and adding Porters five forces analysis into competition strategy framework analysis, to establish Taipei City Hospitals strategic management system. At the same time, use literature review and depth interviews to explore the Taipei City Hospital operational strategy, how it works and adjusts its strategy and other related matters since 2005, and focus on collected information and summarized conclusions of this study, to try to make favorable planning and recommendations for operational strategy of Taipei City Hospital.
The results showed: Taipei City Hospitals strategic process, not only the static organizational restructuring, its dynamic operation is also changed, for pursuing the purpose of sustainable management. Sum up, this case study of the strategic process has the following characteristics:
1.Rapid changes in the environment both inside and outside, causing policy makers consider to change the status;
2.Policy makers’ will affect the choice of hospital strategy;
3.The organization cultural differences of hospital branches are very large and difficult to shape the new culture;
4.The impact of unexpected events changes operation strategy;
5. The current organizational structure does not match the needs of the hospitals actual operation;
6. Manpower policies result organizational members’ sense of insecurity and secret worries of hospital management;
7. At this stage of the "Branch management" system, most members hold a positive response.
Finally, this study also found that Taipei City Hospital has obviously been affected by policy makers in the choice of operation strategy, which results constantly to adjust the organizations strategies and goals, not to implement the initial strategic goals, and to considerably affect the direction of strategy.
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