National Health Insurance (NHI) is more than 13 years in Taiwan. The NHI paid medical fees to service providers on the basis of "fee-for-service" in the beginning. However, the cases numbers were increased by health providers for erned more money. Besides, it was very difficult to review the cases. The health capital expenditure was increased gradually. The Bureau of National Health Insurance took a serial measures to finance control, such as ¡§case-payment¡¨, ¡§self-management¡¨, ¡§hospital excellence program¡¨ and ¡§global budget reimubursement system¡¨. But the medical needs elevate due to the life quality and life expectancy increased, unbalance of payments is very serious¡COur government began to investigate the excellent ¡§diagnosis related group payment system¡¨ which carried out in America and other OECD countries for many years. The prospective payment system made medical costs more easily control. Though Taiwan diagnosis related groups was finished and was revised to the third edition on the basis of experts consensus during many times of discussion, the exacted time of execution is delayed again and again. Mainly in Taiwan medical league doubted and blocked the new measure. Moreover, people worried about would become medical garbage because health institute refused critical patient owing to DRG fixed payment or few percentage additional charges, especially in medical centers. It might decrease the examination items and compromised the patient rights and quality of medical care. Eeverytimes when NHI implemented new measure to control medical capital expenditure, it resulted in some degree damage to medical institute in fact. This study analysed the regional hospital income and the difference of implementation DRG by major diagnosis categories and sections in 2006 and 2007 with BCG model. The hospital begame to promote DRG payment system in 2007, compared to 2006, may simulate the difference after implementation of DRG. We also compared the medical performance and medical care quality of 2007 to 2006 to simulate the difference after implementation of DRG. The thesis reviewed the results of execution DRG in others countries and summarized some experts and scholars advisement abut the impaction of DRG carried out in Taiwan. At last, we interviewed to the department directors about the opinions and suggestions of DRG in-depth and addressed the responsive strategies and balanced scorcard implementation¡C DRG payment system was proved as an excellent measure by others countries. It could control the medical cost effectively and did not compromise medical care quality. There are several measures, including ¡§global budget reimubursement system¡¨, ¡§case- payment¡¨ and ¡§fee-for-outcome¡¨in Taiwan. Is the result of DRG implementation in Taiwan diffierent to other DRG countaries¡HOur conclusions are implementation DRG may not damage to hospital finance and medical care quality may decrease a little in the first time. For checking on medical care quality critically, it is necessary for hospitals and Bureau of NHI to set up peer review organization

<p>När man läser om olika managementkoncept kan man ibland få uppfattningen om att de är lösningen på många av de problem som organisationer upplever sig ha. Ett av dessa koncept är balanserade styrkortet som kan användas för styrning av företag på både strategisk nivå såsom på operativ nivå. Resultatenheter som bedriver ekonomistyrning enligt traditionella formella styrmedel och som försökt implementera det balanserade styrkort har troligtvis någon gång upplevt att de hamnat i konflikt med de finansiella krav som organisationen ställer. Vidare tycks det finnas en övertro på att det balanserade styrkortet ska vara anpassningsbart för varje organisation i varje situation samt att det har en positiv effekt på det ekonomiska resultatet. Nödvändigtvis behöver ett införande av ett balanserat styrkort inte innebära att styrning av en organisatorisk enhet förbättras.</p> / <p>When reading about different management concepts one can sometime get the impression of that they are the solutions to many of the problems that organizations experience. One of these concept is the balanced scorecard that can be use for steering<em> </em>a company both on a strategic level as well on an oprerational level. Result unit which take usage of economic steering according to formal means of controll and that have tried to implement the balanced scorecard have probably sometime experienced that they have come into conflict with the financial expectations that the organization have put up. Furthermore, it seems to be a belief in that the balanced scorecard should be suitable for every organization in every situation and to have a positive impact on the financial result. Not necessarily can an implementation of a balanced scorecarad mean that steering of a result unit is improved.</p>

<p>Background:</p><p>After immense criticism, the Swedish government requested an investigation concerning</p><p>the construction industry. The report concludes that the inactive competition within the</p><p>construction industry entail that the industry continuously delivers the same products, in</p><p>the same way. Gabrielsson & Lutz (2002), states that the market condition and the long</p><p>history of static competition within the construction industry has led to low productivity,</p><p>high consumption of resources, large influences on the environment, higher costs and a</p><p>lack of qualified labour. The construction industry is now dealing with an increasing competition</p><p>and evidently decreasing subsidies from the government, that will continue to influence</p><p>the construction industry, and the companies, which therefore must work hard to</p><p>sustain and increase their competitive advantages.</p><p>Purpose:</p><p>Describe how a construction firm could integrate the strategy with the operative work on</p><p>the project level in order to sustain and develop their competitive advantages in a growing</p><p>competitive environment, by implementing a balanced scorecard (BSC).</p><p>Method:</p><p>Since the problem and the subject are complex and vast, the authors started the research by</p><p>study a wide range of literature, articles and journals. Three interviews were made with a</p><p>project leader working at the site, operative level, and two managers working on the strategic</p><p>level, in the line organization above the project leader. With this selection the authors</p><p>aimed to see whether the three experienced the organization and strategies the same way.</p><p>Conclusions:</p><p>The authors have concluded that NCC needs to go from being a very decentralized organization</p><p>to be more of a centralized one. The centralization concerns purchase, coordination,</p><p>industrialization, and project selection. The strategy has to involve all of these factors. NCC</p><p>needs to coordinate the retention of knowledge and newly found solutions. They also need</p><p>to have continuing processes of development and improvement concerning this retention,</p><p>which in favourability should be located on a national level. This could raise NCC’s</p><p>chances to achieve increased efficiency, decreased costs, better quality and environment.</p><p>The authors further believe that NCC needs to strengthen their focus on industrialization</p><p>on a national level, while letting the project organizations act as its own company. Every</p><p>project is unique and therefore NCC needs to learn from all projects in ability to see the</p><p>possibilities and enlighten the problems in all types of projects. If not, the large-scale production</p><p>benefits could be missed out.</p>

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AKAD-Fachhochsch., Diplomarbeit--Leipzig, 2006.

Ludwig Maximilian Univ., Diplomarbeit--München, 2007.

WirtschaftsUniversiẗat, Masterarbeit--Wien, 2007.

Zugl.: Kaiserslautern, Techn. Universiẗat, Diss., 2009.