This study analyses organizational change of a public hospital in central Taiwan. We interviewed the key men and collected necessary data systematically for getting a holistic view of organizational change and administrative performance of the observed hospital. The results and conclusions reveals as below.
First, the observed hospital had a critical time in its organizational change period, which was very helpful to set up the organizational goal and to adjust its direction.
Second, beyond product/service/technology change and
personnel/culture change, strategy/structure change was the major force that impelled the organizational change. And it also directed the above two kinds of change forces when the hospital ownership was transformed from a provincial one to the recent one. Based on the personnel/culture change, the product/service change made the medical service more.
Third, because of maintaining the public hospital ownership, there is little reluctance to the change among the original personnel. But there are more obstacles among the outside stakeholders, due to the impact of the local medical service market.
Fourth, the observed hospital leader?s characteristics and his position in the university hospital cooperation system both influence the accessibility of the physician manpower, and they are also key successful factors of organizational change. .
Fifth, according to the increasing medical service, the performance after the organizational change becomes better and better. Although it is not good enough in the customer satisfaction, more and more local patients ask for the service of the observed hospital now. Using data envelope analysis, we found that the relative efficiency getting better year by year for the input of physicians or beds, but not nurses.
