Turnaround Leadership and Strategy─the Case of Taipei Medical University

• Main Authors: Tu-Bin Chu, 朱子斌
• Other Authors: Jong-Tsong Chiang
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/sa75wx

博士 === 國立臺灣大學 === 商學研究所 === 102 === Social economic environment changing rapidly, organizations need to sustainable the business competitiveness. Organizational change has become an inevitable trend of business survival. Similarly, medical institutions in order to reduce the environmental changed impact and internal mismanagement crisis begins to restructuring organization, improve processes, redesign the system and implementation the organization core culture concept value to strengthen internal management and facing the challenges of the external environment. According to the organizational ecocycle theory can learned any organization at different stages has different phenomena and problems. Organization should take appropriate management strategies in adjusting organizational functions and management mode depend on different develop stages to cope with problems and possible crisis that may arise. However the Board has closely relationship with organization raise and fall performance due to it play the role in monitoring and supervision vision, strategic planning, financial systems, health care quality, way to use the resources, development community, crisis management and others. Therefore when the organization is facing a crisis, the Board can assess and develop the strategies are the renewal key factors in the organization then can lead the organization through the complex challenges. Use the Case Study Analysis and organizational ecocycle theory to study the case, Taipei Medical University, restructuring process from the founding to the successful. By analysis the case faces a threatening crisis how to use the transformational and charismatic leadership effectiveness to implementation in the organization turnaround process to survival. Compare the domestic and international will knowing cases as supplemented then induction the turnaround process the same and differences. Hope the study can as an important reference model for domestic and internaiotnal enterprise transformation. Point of view in organizational ecocycle theory, the key successful turnaround factors of Taipei Medical University as follows: 1. Renewal Period (1995 to 2002): (1) Transformational and charismatic leadership: governance demonstrates the transformational and charismatic leadership effectiveness to build up “World-Class University Hospital” as new organizational vision. (2) Fight for the Wang-Fang Operate Transfer (OT) right: used the Wang-Fang to open the new turnaround battle field to implementation the quality management strategy, through the organizational culture of Continuous Quality Improvement (CQI) to cohesion quality improvement consensus, encourage full participation and promote learning within the organization. (3) Start to reform the Taipei Medical University Hospital: duplicate fully Wan-Fang Hospital successful business model to reform Taipei Medical University Hospital in 2002. 2. Exploitation period - Entrepreneurial action (2004 to 2013): (1) fight for the Shang-Ho Hospital Build-Operate-Transfer (BOT) operation project: others than Wang-Fang Hospital, Board of Taipei Medical University open up an additional spot that can support Taipei Medical University to grow continuance. In 2004 got the Shang-Ho Hospital operation right. Since Wang-Fang Hospital used the Total Quality Management (TQM) to implementation four fields of quality management in excellent leadership, customer orientation, continuous improvement and full participation to access the considerable operating results. Therefore, the Board decide fully replicate the Wan-Fang Hospital successful business strategy management to Shang-Ho Hospital. (2) Promote Medical to Internation: in order to allow the Taipei Medical University system becomes the leading brand in the internation, Taipei Medical University Board energetically in develop the international medical business. In 2009 to 2010 undertake the Medical Mission in Kingdom of Swaziland and S&;atilde;o Tom&;eacute; and Pr&;iacute;ncipe to let Taipei Medical University health care system can be well known in global. 3. Exploitation period - Strategy Management (2009 to 2013): (1) The Board changes the goverance: amend a new version of the board’s Specification Prospectus to strengthen the Board’s functions. Including: Chairman can renewable once only, acted the Board power standards by positive list, have regulations emeritus that make Board have proper turnover opportunities. (2) Integrate School and Hospitals: set up “the Management Development Centre” as a single-window to analysis integration operational information. Through "Integrated Information System" to enhance the Taipei Medical University Hospitals have real time operational information and specifically Hospitals performance measure data. The leader and their management team can timely to identify and clarify differentiated performance information then make the right decision. (3) Governed Strategic focused on: recommends talent to be country use, talent succession to open the innovation, involves in policy and promote the international medical, devotes into society and promotes biomedical, flexible changes and integrates the University and Hospitals to establish a system as model. Using Patient-centered perspective, Taipei Medical University established a new organizational culture in Wan-Fang Hospital. Use Wan Fang experience as "quality benchmark" to comprehensive reform in TMU system. This study examines the case organizational change management model and compare with domestic medical institutions and international enterprises, and thus derive a number of management implications and recommendations for future research. Looking the research on the impact of the transition to the performance of the hospital Board decision-making and leadership can be one of the important reference models for domestic and foreign medical institutions need to turnaround.