醫學中心物理治療組新策略管理制度－以平衡計分卡為建構導向之個案探討

New Strategic Management System for Physical Therapy Sections in Medical Centers-Case Study Base on the Balanced Scorecard

劉孟玲(Mon-Ling Liu) ； 盧希鵬(Hsi-Peng Lu) ； 李肇中(Chao-Chung Lee)

《物理治療》 31卷6期 (2006/12) Pp. 371-382

摘要

民國91年7月健保局開始實施「總額預算制」，全國各物理治療院所面臨激烈的競爭與挑戰。平衡計分卡是以企業經營之模式促進營運的管理學工具之一，被許多國際醫療機構所應用。本研究以個案研究方式，於北部某醫學中心物理治療組，實施平衡計分卡，其中包含：收集資料、病人訪談、直接觀察、參與觀察、實體觀察及問卷調查。並以縱向策略理論分析與橫向產業結構分析，再根據全院醫療單位策略地圖的使命，以競爭策略理論，包括SWOT(Strength, Weakness, Opportunity, Threat)分析、BCG(Bonston Consulting Group)矩陣分析和波特(Michael e. Porter)五力分析，了解個案醫學中心物理治療組的各項優缺勢。再導入平衡計分卡理論，使個案醫院具新策略的管理模式。重要研究結果如下：(1)建構物理治療行業新策略管理模式，提高非財務衡量指標重要性，進而取代傳統單以財務報表績效制。(2)轉化物理治療組為學習型組織，建立長久之競爭優勢。(3)建立平衡計分卡導入物理治療行業完整的步驟流程與策略地圖，提供專業內各醫療階層管理參考模式。

關鍵字

平衡計分卡 ； 物理治療 ； 策略管理模式

並列摘要

In July 2002, the BNHI (Bureau of National Health Insurance) started to implement the global budget payment system which triggered intensive competition and challenge among the physical therapy organizations in Taiwan. The Balanced Scorecard using the enterprise management model to run business is one of the important management tools to manage this challenge, and is gradually being adopted by many international medical organizations. This study utilizes the case study method to apply the Balanced Scorecard to the physical therapy section of one northern Taiwan medical center, and includes: Information collection, patient visits, direct observation, participating observation, identity observation and questionnaires. Longitudinal strategic theory analysis, horizontal industrial infrastructure analysis, the mission of the medical center' strategic map and the competitive theory, i.e. SWOT analysis, BCG Matrix analysis, and Porter's five forces model were used to reveal the SWOT of the physical therapy section in the medical center. The Balanced Scorecard was then applied to this section and built up the new strategic management system in the case organization. Three important points are concluded from this study: (1) building up the new strategic management model to increase the ratio of non-financial performance index instead of the traditional financial-only index in physical therapy. (2) changing the team of physical therapy to be a learning organization so as to develop the long-term competitive advantage. (3) to set up the complete reference model of management, the implementing procedures and strategic map of a Balanced Scorecard in the physical therapy field.

並列關鍵字

Balanced scorecard ； Physical therapy ； Strategic management