The Study of the Relationship between Organizational and Managers’ Characteristics and Performance: The Empirical Study on Hospitals in Taiwan

• Main Authors: Yu-Chen Hsieh, 謝雨辰
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/ray6z9

碩士 === 嘉南藥理科技大學 === 醫務管理系 === 100 === 　　After the implementation of National Health Insurance since 1995, medical industry environment became violently conflict. Hospitals are distinguished to non-profit organization basically in Taiwan. In order to survive and achieve sustainable development, hospital administrators have to emphasize the management performance in recent years while facing difficult environment. The purpose of this study is to explore the triangular relationship among work values, leadership style, and innovation capacity, and to realize if the three variables could affect the performance, and how these characteristics influence the operating performance. This study took hospitals that were qualified by Taiwan Joint Commission on Hospital Accreditation in 2007 as our samples, and the research object were leaders of TMT (Top Management Team) in hospital (including superintendent、vice superintendent or director of management center ). We adopted structured questionnaire to survey with 100 valid samples. The results are as follows: 　　1.Institutional operating property has no significant difference in the work values, leadership style, and innovative capacity. 　　2.‘‘Dignity orientation’’ and ‘‘organizational security and economic orientation’’ of work values has significant positive impact on the performance of hospital operation. 　　3.‘‘Expediency reward’’ of Leadership style has significantly positive impact on the performance; but ‘‘passive management by exception’’ of leadership style has significantly negative impact on hospital operating performance. 　　4.Innovative capability has significantly positive impact on hospital performance. 　　5.Institutional operating properties have no significant differences on hospital performance. 　　The conclusions of this study are that the two properties of family firms and agent-managed firms are complement to each other. We proposed that family firms should to strengthen the innovational capacity; external views and ideas should be more referral. While family firms employ professional managers, the board should empower appropriately to professional managers, and to establish reasonable reward system and punishment mechanism. Professional managers should also obey the ethics in the workplace to enhance the hospital''s operating performance and achieve ultimate goal.