主管職能建立之探討－以某區域教學醫院為例

張瀞文(Jing-Wen Chang)

指導教授 ： 黃同圳

國立中央大學/管理學院/管理學院高階主管企管碩士班/碩士(2006年)

摘要

醫療政策持續改變影響醫院經營環境，個案醫院如何將資源做最有效的利用，將是能永續經營的決戰點，尤其醫療屬高度專業的行業，能適才適用發揮最大的效能，就是現今最重要的課題之ㄧ。尤其以主管之角色最為重要，帶動整個團隊士氣提升工作績效及競爭力有非常大的影響。
本研究主要探討以下之議題：1、主管職能量表來驗證個案醫院的各級主管之水平與差異。2、期望透過此分析及探討，未來能夠具體的幫助各級主管改善其工作績效。3、作為醫療產業主管職能之指標性參考，目前除個案醫院外，尚無醫療同業開始引進。
研究結果顯示出：（一）從主管各項職能之自評與主管評結果中，可以看出高階及中階同仁對於策略決策能力或決策能力之自我評價最低，基層主管問題解決能力之自我評價最低，主管評對以上之項目之評價亦是最低，,由此可知自評結果與主管評對於決策能力或問題解決能力此項主管職能，共同認為評價較為不滿意之職能項目。（二）中高階主管普遍認為自己不具有工作上所需之解決重大問題能力，個案醫院發展員工能力時對各級主管教育訓練之規劃，應著重如何針對此弱項項目強化是重要的課題。
本研究建議個案醫院可依據研究結果，應用在選才系統、績效管理系統、晉升輪調計畫、領導力發展訓練等相關制度，使每位主管的目標及行為並重。

關鍵字

醫療業 ； 管理職能 ； 職能量表

並列摘要

The continued change of medical care policy keeps influencing the business environment of hospitals. Therefore, how to utilize limited resources to maximize the efficiency is one of the most important factors of the survival and success of a hospital. Moreover, medical care is a business with high-level profession therefore how to put right people on the right place is one of the most important issues today.
This study has three major objectives. First, to use measuring list of management competency to assess the quality and differences of managements of the case hospital. Second, apply the results to help managers to improve their performances. Third, the case hospital is the first one trying to establish a set of management competency so it can be used by other medical institutes as a reference.
The findings of this study reached two conclusions. First, according to the assessments of managements, high and middle level managements in the case hospital had lowest ranks on the capability of making strategic decision and the capability of making decision. Meanwhile, the basic level managements had lowest assessments on the capability of solving problem. Second, most of the high and middle level managements feel that they don’t have the capability of solving critical and important issues. Therefore the case hospital, when designing the training course for the managers, should emphasize on how to strengthen those weak points.
It is suggested that the case hospital should apply the results of this study to enhance its recruiting system, performance management system, promotion and job rotation, leadership development and training programs.

並列關鍵字

management competency ； measurement of competency ； Medical care business

參考文獻

Dalton, M., 1997. Are competency models a waste?, Training and Development, 51(10)：46-49.

Lawson, T. E., & Limbrick, V., 1996. Critical competencies and developmental experiences for top HR executives, Human Resource Management, 48(2)：67-85.

Mirabile, J. R., 1997. Everything You Wanted To Know About Competency Modeling. Training & Development, 51(8)：73-77.

Yeung, K. A. (1996), ”Competencies for HR professional: An interview with Richard E. Boyatzis”, Human Resource Management, 119-131.

一、中文部份