practice experience;management strategy;benchmarking elderly service organization
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[[abstract]]Due to the influences of global aging population, increasing demand for care, role changing of family care, and the international emphasis on health care, the topic of elderly health care has gradually gained attention. In order to explore this important issue, this study mainly targeted elderly service organizations with the following purposes: 1) To understand the conditions that the benchmarking elderly service organizations should possess; 2) To investigate the management strategies planning of the benchmarking elderly service organizations; 3) To explore the practical experiences of the management strategies of the benchmarking elderly service organizations; 4) To construct the model of the management strategies and the practical experiences of elderly service organizations; and 5) According to the results of this study, to provide the suggestions regarding the management strategies planning and the operation for the elderly service organizations.Phenomenology was used in this study to investigate the management strategies and practical experiences of the benchmarking elderly service organizations. The semi-structured interviews were conducted to collect the data from 9 agencies operators, including 4 males and 5 females. The seniorities of elderly services were between 8~33 years, and the average length was 14.3 years. Among these 9 organizations surveyed, 6 were excellent and 3 were first class evaluated by the government. Constant comparison method was used as the method of data analysis after data collection. The results can be summarized as 9 main conclusions as following:1. The conditions that the benchmarking elderly service organizations possess can be attributed to the 7 dimensions, including management philosophy, service type, organization team, organizational learning, resource utilization, management effectiveness, and the nature of organization; thus define the different meanings of benchmarking organizations accordingly.2. The management philosophy of the benchmarking organizations emphasizes the mission of serving the community, the fulfillment of the need of the elderly, the safeguard of the individual’s health and dignity and rights, the enthusiasm of team service and professional growth, the review and improving of the service process.3. The goals of the benchmarking organizations focus on maintaining the conditions of the benchmarking, increasing the occupancy rate, sustaining and expanding the service forms, updating the architecture and equipment, recruiting and training personnel, strengthening organizational cooperation with others, and exerting the influence of the organizations.4. The care services provided by benchmarking elderly service organizations include integrated, diverse and innovative, and customized services. 5. The framework of benchmarking organizations is structured by enactments and professional expertise. The dedicated division of responsibilities and coordination, the employee rights and benefits, as well as the communication among the organization and elderly and families are all greatly valued in the benchmarking organizations. 6. The benchmarking organizational learning models include pre-employment training for new staff, and internal and external organizational professional training.7. The resource utilization of the benchmarking organizations emphasizes the links between the internal and external organizational resources, as well as sustaining and expanding of the resources.8. The benchmarking organizations improve their management effectiveness through standard operating procedures, effectiveness assessment, the government evaluation, and reflection.9. The management strategies practice mode of the benchmarking organizations are merged by 9 elements that link together to form a continuous operational process.