| dc.contributor.advisor | 吳文傑 | zh_TW |
| dc.contributor.advisor | Wu, Jack | en_US |
| dc.contributor.author (Authors) | 陳怡蓉 | zh_TW |
| dc.contributor.author (Authors) | Chen, I Jung | en_US |
| dc.creator (作者) | 陳怡蓉 | zh_TW |
| dc.creator (作者) | Chen, I Jung | en_US |
| dc.date (日期) | 2012 | en_US |
| dc.date.accessioned | 1-Feb-2013 16:51:21 (UTC+8) | - |
| dc.date.available | 1-Feb-2013 16:51:21 (UTC+8) | - |
| dc.date.issued (上傳時間) | 1-Feb-2013 16:51:21 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0099933031 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/56854 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 國際經營管理英語碩士學位學程(IMBA) | zh_TW |
| dc.description (描述) | 99933031 | zh_TW |
| dc.description (描述) | 101 | zh_TW |
| dc.description.abstract (摘要) | This case study- One GE Healthcare in Taiwan, details the transformation of GE Healthcare Taiwan during its reorganization in order to optimize resource and increase productivities. It could be regarded as a case study for change management by using the knowledge and methods of well-known technics- Lean, Six Sigma, Work-Out and Change Acceleration Process (CAP), which would be briefly introduced in the case as well. The aim of this study is to analyze why GE could experience so many successful transformation and internalize change as part of its culture by taking One GE Healthcare as the example. It is also expected that this case study could be referred by other companies that are keen at making reorganization. This case study begins with discussing healthcare industry in Great China, China, Taiwan and Hong Kong, by analyzing demography, hospital profile and healthcare device market in those areas. Afterwards, GE Healthcare organization, mainly focusing on Great China, is mentioned in the next chapter. Next, four methodologies are briefly introduced in order to provide the knowledge and methods behind this transformation. Continually, One GE Healthcare is detailed by introducing two phases. Phase one starts with the establishment of Account Manager (AM) team, and phase two focuses on reorganizing sales support functions in order to align with AM team. Last but not least, the case study ends with a conclusion and suggestions for this reorganization. | en_US |
| dc.description.abstract (摘要) | 1. Introduction 1 1.1. Objective of the study 1 1.2. Research Methodology 2 1.3. Data Source 2 2. Great China Healthcare Industry Overview 4 2.1. China Healthcare Industry Background 4 2.2. Taiwan Healthcare Industry Background 5 2.2.1. Demographic Overview 5 2.2.2. Hospital Profile Overview 7 2.2.3. Healthcare Device Market Overview 9 2.3. Hong Kong Healthcare Industry Background 12 2.3.1. Demographic Overview 12 2.3.2. Hospital Profile Overview 13 2.3.3. Healthcare Device Market Overview 14 3. GE Healthcare Introduction 15 3.1. Healthcare (GEHC) Organization Structure 15 3.2. Business Model 16 3.3. GEHC Great China 17 3.4. GEHC Taiwan and Hong Kong Organization Structure 17 3.5. Challenges in 21th Century 18 4. Methodology 19 4.1. Lean 19 4.1.1. Principle of Lean 19 4.2. Six Sigma 20 4.3. Work-Out 21 4.4. Change Acceleration Process (CAP) 22 4.5. The Combination of four methodologies 25 5. One GE Healthcare 26 5.1. Early Selling 26 5.2. The initiation of One GE Healthcare 29 5.3. Phase 1: Organizing the Account Manager Team 30 5.3.1. The implementation of One GE Healthcare 33 5.4. Phase 2: Restructure Back-End Support Function 34 5.4.1. Support functions 34 5.4.2. One GE Healthcare in 2012 37 5.4.3. Restructure Back-End Support Function 38 5.4.4. Milestone 38 5.5. Next Step After the Reorganization 42 6. Suggestions and Conclusion 43 6.1. Suggestions 43 6.2. Conclusion 45 7. Reference 47 | - |
| dc.description.tableofcontents | 1. Introduction 1 1.1. Objective of the study 1 1.2. Research Methodology 2 1.3. Data Source 2 2. Great China Healthcare Industry Overview 4 2.1. China Healthcare Industry Background 4 2.2. Taiwan Healthcare Industry Background 5 2.2.1. Demographic Overview 5 2.2.2. Hospital Profile Overview 7 2.2.3. Healthcare Device Market Overview 9 2.3. Hong Kong Healthcare Industry Background 12 2.3.1. Demographic Overview 12 2.3.2. Hospital Profile Overview 13 2.3.3. Healthcare Device Market Overview 14 3. GE Healthcare Introduction 15 3.1. Healthcare (GEHC) Organization Structure 15 3.2. Business Model 16 3.3. GEHC Great China 17 3.4. GEHC Taiwan and Hong Kong Organization Structure 17 3.5. Challenges in 21th Century 18 4. Methodology 19 4.1. Lean 19 4.1.1. Principle of Lean 19 4.2. Six Sigma 20 4.3. Work-Out 21 4.4. Change Acceleration Process (CAP) 22 4.5. The Combination of four methodologies 25 5. One GE Healthcare 26 5.1. Early Selling 26 5.2. The initiation of One GE Healthcare 29 5.3. Phase 1: Organizing the Account Manager Team 30 5.3.1. The implementation of One GE Healthcare 33 5.4. Phase 2: Restructure Back-End Support Function 34 5.4.1. Support functions 34 5.4.2. One GE Healthcare in 2012 37 5.4.3. Restructure Back-End Support Function 38 5.4.4. Milestone 38 5.5. Next Step After the Reorganization 42 6. Suggestions and Conclusion 43 6.1. Suggestions 43 6.2. Conclusion 45 7. Reference 47 | zh_TW |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0099933031 | en_US |
| dc.subject (關鍵詞) | 組織重整 | zh_TW |
| dc.subject (關鍵詞) | 個案研究 | zh_TW |
| dc.subject (關鍵詞) | reorganization | en_US |
| dc.subject (關鍵詞) | case study | en_US |
| dc.title (題名) | 亞洲奇異醫療組織重整個案研究 | zh_TW |
| dc.title (題名) | A case study of One GE Healthcare in Taiwan | en_US |
| dc.type (資料類型) | thesis | en |
| dc.relation.reference (參考文獻) | Thesis, articles & Reports: [1] Kotter, J.P. (1998), Leading change: why transformation efforts fail, Harvard Business Review on Change, Harvard Business School Press, Boston, MA, pp. 1-20. [2] PwC (2012), Checking up on Taiwan healthcare- Market challenges and opportunities, pp. 1-38 [3] 黃裕斌, 2012年第一季我國醫療器材產業回顧與展望, IT IS評析, 2012年五月,頁1-3. [4] 張慈映, 2011年第四季及全年我國醫療器材產業回顧與展望, IT IS評析, 2012年2月, 頁1-4. [5] Executive guidance for 2012 (2012), Drive Growth by Challenging Customers, pp1-16 Websites: (a) http://zh.wikipedia.org/wiki/%E8%87%BA%E7%81%A3%E8%A1%8C%E6%94%BF%E5%8D%80%E4%BA%BA%E5%8F%A3%E5%AF%86%E5%BA%A6%E8%A1%A8 (b) http://zh.wikipedia.org/wiki/%E5%8F%B0%E7%81%A3%E8%A1%8C%E6%94%BF%E5%8D%80%E4%BA%BA%E5%8F%A3%E8%A1%A8 (c) http://www.hbmsp.sipa.gov.tw:9090/itri/en/images/en_NewsList1011005_01.htm (d) http://en.wikipedia.org/wiki/Districts_of_Hong_Kong (e) http://www.censtatd.gov.hk/m/o.jsp (f) http://export.gov/hongkong/eg_hk_027498.asp (g) http://www.lean.org/whatslean/principles.cfm (h) http://thinkgagnonassociates.com/core-capabilities/ge-work-out (i) http://bvonderlinn.wordpress.com/2009/01/25/overview-of-ges-change-acceleration-process-cap/ | zh_TW |
