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環境管理研究所碩士班 碩士論文 台東老人養護中心經營管理之比較研究 The Comparative Study of Business Management for Senior Care Centers in Taitung 生: 劉嘉穎 指導教授: 張介耀 博士 中 華 民 國 九十七 年 六 月

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  • The Comparative Study of Business Management for Senior

    Care Centers in Taitung

  • Ji j:Jt 'fJfkff 'JE PIT h~ '$ 1iL t~ X.

  • Huron Ryan

    Davidson

  • SWOT

  • Title of Thesis(Dissertation)The Comparative Study of Business Management for Senior Care Centers in Taitung DepartmentMaster Program in Environmental Management, Nanhua

    University Graduate DateJune 2008 Degree ConferredM.B.A. Name of StudentLiu, Chia-Ying AdvisorChang, Chieh-Yao Ph.D.

    Abstract The purpose of this study is to investigate the senior care centers

    in Taitung Area and their current operations and management by

    interviewing three senior care centers. From the analysis the internal

    and external environments of these senior care centers. The results are

    as follows:

    1. The occupational rate of Taitung senior care centers are low, this

    will be the big problem of the operations. However, the longer the

    establishment of center will attract higher occupation rate, the

    word-of-mouth is important for these centers.

    2. The six dimensions of these centers are included operation strategy,

    hardware facilities, operation management, human resources,

    financial planning and health insurances, more or less the same.

    3. This research has listed, the strengths and weaknesses, opportunities

    and threats of three centers.

    Finally, strategic recommendations have advocated to these centers for

    future improvements.

    KeywordsSenior Care Center, business management, in-depth

    interview, SWOT analysis

  • -------------------------------------------------------------------------1 ------------------------------------------------------------------------- 1 ------------------------------------------------------------------------- 3 ---------------------------------------------------------------- 4 ------------------------------------------------------------------------- 6 -----------------------------------------------7 ---------------------------------------- 7 -------------------------------------------------- 10 SWOT -------------------------------------------------------------------- 15 ----------------------------------------------- 20 -------------------------------------------- 22 -------------------------------------------------------------------- 28 ----------------------------------------------------------------------- 28 ----------------------------------------------------------------------- 29 ----------------------------------------------------------------------- 31 -------------------------------------------------------- 33 ----------------------------------------------------------------------- 37 -------------------------------------------------------------- 38 ----------------------------------------------------------------------- 38 -------------------------------------------------------------- 48 ----------------------------------------------------------------- 51 -------------------------------------------------------------- 57 -------------------------------------------------------------- 60 ---------------------------------------------------------------- 66 -------------------------------------------------------------- 66 ----------------------------------------------------------------------------- 69 ----------------------------------------------------------------------- 71 -------------------------------------------------------------------- 72 -------------------------------------------------------------------------- 73 ---------------------------------------------------------------------------- 73 ---------------------------------------------------------------------------- 74 ---------------------------------------------------------------------------- 75 -------------------------------------------------------- 77

  • -------------------------------------------- 80 -------------------------------- 85

  • 1-1 ------------------------------------------------------------------- 6 3-1 ---------------------------------------------------------------28

  • 1-1 .........................................................................4 2-1 .........................................................7 2-2 .............................................................................8 2-3 .....................................................................9 2-4 ....................................................................................13 2-5 SWOT ...........................................................................18 2-6 SWOT ...........................................................................................19 2-7 .......................................................................20 3-1 ................................................................................................35 4-1 SW ............................................................................59 4-2 .......................................................60 4-3 ...........................................................................61 4-4 ...........................................................................62 4-5 ...........................................................................63 4-6 ...........................................................................64 4-7 ...........................................................................65

  • 1993 149 801

    2,099 5416 7.10%

    ( 7%)

    2007 235 4630

    2,295 8,360 10.26%

    2007 3.58

    2007 6.16

    2002 2027

    490

    20.69%

    2004

    2005

    1

  • 20071,003

    2001

    2

  • 2005

    1.

    2.

    3. SWOT

    4.

    3

  • ()2002

    3

    96

    7 1-1 6

    3 3

    1-1 2007.04.18

    1

    40 1989.7

    2

    30 1961.1

    3

    80 2001.6

    4

    34 1999.7

    4

  • 5 49 2002.01.01

    6

    40 2002.11.28

    7

    200 2005.05.16

    5

  • 1-1

    1-1

    6

  • 38

    61 42

    2-1

    2-1

    1999 2000 2001 2002 2003 2004 2005 2006 2007 54 53 50 53 49 49 47 43 43 183 471 598 711 758 813 838 869 923 _ 4 10 15 20 24 27 32 37 237 528 658 779 827 886 912 944 1003

    2007

    7

  • ( 69 1 26 )

    ( 70 11 30 )

    ( 2-2)

    2-3

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    8

  • 2-3

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    20m2

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    (2005)

    9

  • 24

    ()(

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    () 24

    ()

    ()

    ()

    ()

    10

  • 1.

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    3.

    4.

    ()

    1.

    (

    )()

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  • 3.

    ()

    ()

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    12

  • 2-4

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    1)

    50%

    2)

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    13

  • 65

    65

    (2006)

    14

  • SWOT

    SWOT David1986

    Strength

    WeaknessOpportunityThreat

    Porter, 1998Zack, 1999

    1996SWOT

    Collett1999

    SWOT

    SWOT

    Hill and Jones1998 SWOT ()

    ()()

    SWOT

    SWOT

    Andrews1980 SWOT

    Collett1999 SWOT

    15

  • SWOT

    Weihrich1982 SWOT

    1999 SWOT ()

    ()

    ()

    ()

    SWOT

    SWOT1980

    SWOT

    16

  • SWOT

    Robinson1982 SWOT

    1.

    2.

    3.

    4.

    17

  • 2-5 SWOT

    ( ) ( )

    - -

    /

    - - - - -

    - - - - - -

    (1994)

    SWOT

    Weihrich1982

    SWOT

    2 2SOWO

    STWT

    (2-6)

    1.(SOMaxMax)

    (Niche)SO

    MaxMax

    Niche

    2.(STMaxMin)

    18

  • ST

    MaxMin

    3.(WOMinMax)

    WOMinMax

    4.(WTMinMin)

    WTMinMin

    2-6 SWOT

    (S) (W)

    (O) SO MaxMax

    WO MinMax

    (T) ST MaxMin

    WT MinMin

    Weihrich(1982), The TOWS Matrix-A Tool for Situational Analysis ,

    Long Range Planning, 15(2), p.60

    (

    )

    SWOT

    19

  • 1993 2006

    10% 2007

    10.21% 2-8 25 9

    12.5%

    12.66% 15

    2-7

    96 12

    96 12

    22,958,360 2,343,092 10.21%

    2,629,269 314,515 11.96% 1,520,555 140,401 9.23% 3,798,015 285,770 7.52% 460,398 58,043 12.61% 1,934,968 153,263 7.92% 495,821 55,151 11.12% 560,163 72,871 13.01% 1,550,896 131,809 8.50% 1,314,354 151,746 11.55% 533,717 69,325 12.99% 725,672 104,697 14.43% 551,345 83,200 15.09% 1,105,403 138,678 12.55% 1,244,313 122,901 9.88% 889,563 106,776 12.00% 233,660 29,582 12.66% 343,302 41,351 12.05% 92,390 13,873 15.02%

    20

  • 390,397 41,147 10.54% 399,035 36,760 9.21% 1,055,898 81,878 7.75% 273,075 28,536 10.45% 764,658 69,509 9.09% 81,547 10,329 12.67% 9,946 981 9.86%

    12.5%

    16 3515.2526 2007

    12 233,660 123,197 110,463 29,583

    12.66%

    1-1

    7 1 8 1 7

    1961 2005

    2007 8

    652 334 51%

    7 471 292

    128 164 59% 3

    320 184 57% 4

    171 108 63%

    4 182 2 1022 20

    1856 627.4

    857.2

    21

  • :

    1. 2007

    DEA

    (Data Envelopment Analysis, DEA)

    SFA(Stochastic Frontier

    Approach, SFA)

    93

    DEA

    1

    2

    3

    45

    22

  • 2. 2006

    -

    71.8%

    10.3%

    47.1%8.8%

    67.6%35.5%

    3. 2006

    -

    20 7

    23

  • 4. 2005

    1

    2

    3

    5. 2004

    43

    3013

    24

  • 6. 2003

    -

    1.

    2 .

    7. 2003

    -

    84

    8. 2003

    10

    25

  • 9. 2002

    119

    26

  • 10. 2002

    -

    50

    SWOT

    27

  • 3-1

    2005

    SWOT

    3-1

    (SW)

    (OT)

    28

  • 1.(Exploratory Studies)

    Analysis of Insight-Stimulating Examples

    2.(Descriptive Studies)

    3.(Causal Studies)

    (Exploratory Case Study)

    29

  • (1996)

    (1) Hunt1989(Ideas)(Concepts)

    (Frame- Works)

    (2) Wallendorf and Belk1989

    (3) Spiggle1994(Ideas)

    (Concepts)(Frame-Works)

    (Descriptive Studies)

    (1)

    (2)

    (3) Wimmer & Dominick (1987)

    ()

    2005

    30

  • 1.

    2.

    3.

    4.

    5.

    96

    3

    31

  • (1)

    (2)(3)

    (4)

    (5)

    (6)

    (7)

    (8) (9)

    (

    2003)

    32

  • (In-depth interview)

    (2002)

    (

    2003)

    33

  • :

    ()

    ()

    2005

    34

  • XXXXXXXXX

    3-1

    35

  • 36

  • SWOT

    (2003)

    37

  • 1966

    19691971

    1990

    1998

    20016

    200770

    90%

    1060

    174190%

    38

  • 1.

    2.

    3.

    4.

    5.

    6.

    7.

    1.

    2.

    3.

    4.

    5.

    6.

    7.

    39

  • 32

    418

    1,200

    1. 23

    2. UV

    3.

    4.

    5.

    6.

    1. 20,000/

    2. 21,000~25,000/

    3. 15,000~18,000/

    4. 1,000/

    21,000

    40

  • 2005 5 16

    6 21

    1999

    1. 3000

    2.

    3.

    4.

    5.

    6.

    41

  • 1.

    (1)

    (2)

    (3)

    (4)

    2.

    (1)

    (2)

    (3)

    (4)

    11

    1.

    42

  • 2.

    3.

    4.

    21,000 23,000 25,000

    1. 5,000 /( 6,000/) 2. 3. 4. 25,000 ( )

    1,000 1. 800~ 600

    2. 3.

    1964227

    43

  • 19646

    1964919653

    19684

    1972

    1988

    721

    1961~1968

    1989

    1995

    2001 2004 2007

    44

  • 1. 24

    2.

    3.

    4.

    1. 60

    2. 60

    3.

    1.

    2.

    3.

    45

  • 4.

    2004 3

    5

    5.

    6.

    2003

    1

    95%

    85%

    5171

    2312

    18

    1151100

    1

    46

  • 21,000/

    47

  • 1.5

    1.5

    18,600

    65 55 50

    48

  • 1994

    1998

    50 62.3 95 75 66.8 81

    2007

    235 4630 2,295

    8,360 10.26%

    49

  • 1997

    1998

    50

  • :

    51

    2008424

    831

    2008421

    55

    2008430

    702001

    6DM

    51

  • 200775~90%

    17

    1280%

    15,000~25,000

    $25,000/

    52

  • 200

    2005

    2004

    3

    200750%

    2%

    (96)

    95%4%1%

    2418

    19

    12.5

    53

  • 19,000~25,000

    /13

    25,000/80,000~100,000/

    ()3-4

    40

    1989

    2

    2007100%

    54

  • 200478

    11

    1:1

    96%96%

    21,000/

    16,000~20,000

    55

  • 56

  • 2005

    34 31 AHP

    0.02 9 22

    SW

    $25,000

    SW

    57

  • SW

    100%

    2

    11.25

    SW 4-1

    58

  • 4-1 SW

    SStrength WWeakness

    1.

    2.

    3.

    $25,000

    1.

    2.

    3.

    1.

    2.

    3.

    1. 100%

    2.

    2 3.

    4. 11.25

    5.

    59

  • 4-2

    200 70 40

    4-2

    2001 6 2005 6 1989 1 32 42 35

    70 200 40 7 3 19 DM DM

    60

  • 4-3

    3,000

    18%

    24

    2

    4-3

    1,200

    3,000

    3

    61

  • 4-4 100%

    75%~90% 50%

    4-4

    75%~90% 50% 100%

    62

  • 95%4%1%

    4-5

    17 19 11

    12 12.5 11.25 80% 100% 100%

    63

  • 21,000

    /

    25,000

    4-6

    15,000~25,000 / 19,000~25,000 / 21,000 /

    /

    /

    16,000~20,000

    $25,000/

    25,000 /

    8 ~10 /

    64

  • 4-7

    () 3-4

    65

  • SWOT

    2007 12.66% 25

    8

    51% 25

    25%

    100%

    66

  • 100%75%~ 90% 50%

    11.25

    12 12.511.25

    8

    15,000 ~25,000

    25,000 /

    67

  • SWOT

    68

  • 69

  • 2003

    70

  • 2005

    71

  • 72

  • 1. 2003

    2. 2006

    3. 2002

    4. 2001

    5. 1996 Cooper, Donald R. and C. William Emory

    6. 2006-

    7. 199414

    3pp.246-254

    8. 1996pp.15-23~15-34

    9. 200121

    pp.91-109

    10. 2002-

    11. 1999Robbins, Stephen P. & De Cenzo, David A.

    p.256

    12. 2005

    13. 2004

    106pp.5-17

    14. 2002

    73

  • 15. 2006-

    16. 2005

    17. 2003-

    18. (1994)

    19. 1999Charles W.L.Hill and Careth R. Jones

    pp.46-51

    20. 2004

    21. 199831

    5pp.23-32

    22. 2002

    23. 2003

    24. 2003-

    25. 2003

    26. 2007 DEA

    1. Andrews, K.(1980), Directors responsibility for corporate strategy, Harvard

    Business Review, 59(6), pp.174-188.

    2. Collett, S.(1999), SWOT Analysis, Computer World, 33(29), p.58.

    74

  • 3. David, F.R.(1986), Fundamentals of Strategic Management, N.J.: Prentice- Hall,

    p.9.

    4. Hill and Jones(1998), Strategic Management Theory, N.Y.: Houghton Mifflin

    Company.

    5. Hunt, R.G.(1989), Cognitive Style and Decision Making, Organizational

    Behavior and Human Decision Processes, 44(3), pp.436-454.

    6. Porter, M.E.(1991), Towards A Dynamic Theory of Strategy, Strategic

    Management Journal, 12, pp.95-117.

    7. Robinson W. A. (1982), Sales Promotion Management, Chicago: Crain Books.

    8. Satty, T. L. (1980), The Analytic Hierarchy Process, N. Y.: McGraw-Hill.

    9. Spiggle, S.(1994), Analysis and Interpretation of Qualitative Data in Consumer

    Research, Journal of Consumer Research, 21(3), pp.491-504.

    10. Wallendorf and Belk (1989), The Sacred And The Profane In Consumer Behavior,

    Journal of Consumer Research, 16(1), pp.1-38.

    11. Weihrich, H.1982, The Tows Matrix: A Tool for Situational Analysis, N.Y.:

    McGraw -Hill, pp.17-36.

    12. Weihrich(1982), The TOWS Matrix-A Tool for Situational Analysis , Long

    Range Planning, 15(2), p.60

    13. Wimmer, R.D. and Dominick, J.R.(1987), Mass Media Research: An

    Introduction, (2nd Edition) Belmont, CA: Wadsworth, pp.155-157.

    14. Zack, M. (1999), Developing a Knowledge Strategy, California Management

    Review, 41(3), spring, pp.125-143.

    1. http://sowf.moi.gov.tw/04/new04.asp 2.

    http://sowf.moi.gov.tw/04/12/12.htm 3. http://www.moi.gov.tw/stat/ 4. http://www.ltcpa.org.tw/public/choose_01.html

    5. http://www.everg.org.tw/

    75

    http://sowf.moi.gov.tw/04/new04.asphttp://sowf.moi.gov.tw/04/12/12.htmhttp://www.moi.gov.tw/stat/http://www.ltcpa.org.tw/public/choose_01.html%E5%8F%B0%E7%81%A3%E9%95%B7%E6%9C%9F%E7%85%A7%E8%AD%B7%E5%B0%88%E6%A5%AD%E5%8D%94%E6%9C%83%E7%B6%B2%E7%AB%99http://www.everg.org.tw/
  • 6. http://www.proech.org.tw/ 7.

    http://blog.sina.com.tw/shengshizi/ 8. 2005

    http://www.read.com.tw/web/hypage.cgi?HYPAGE=subject/sub_aging_society.asp

    76

    http://www.proech.org.tw/http://blog.sina.com.tw/shengshizi/http://www.read.com.tw/web/hypage.cgi?HYPAGE=subject/sub_aging_society.asphttp://www.read.com.tw/web/hypage.cgi?HYPAGE=subject/sub_aging_society.asp
  • XXXXXXXXX

    1.

    2.

    3.

    4.

    5.

    6.

    7.

    77

  • 1.

    2.

    3.

    4.

    5.

    6.

    1.

    2.

    3.

    4.

    1.

    2.

    3.

    4.

    5.

    6.

    7.

    1.

    2.

    3.

    78

  • 4.

    1.

    2.

    3.

    4.

    5.

    6.

    1.

    2.

    3.

    4.

    79

  • ()

    80

  • ()

    81

  • ()

    82

  • 83

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  • ()

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  • 87

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