• The Journal of the Korea Contents Association
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• v.10 no.1
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• pp.295-304
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• 2010

This study aims to be of help to cope with internal and external circumstances of hospital effectively by analyzing the weight of role for a hospital manager which has been changing. It surveyed 191 top managers and administrators working in a medical institute like hospital located in Busan, Ulsan and Kyungnam area from 20 November, 2007 to 29 February, 2008. The results of this study were as follows: The top manager thought that the role as a leader is the most important role as a manager in present, but the role as an enterpriser is also very important in future, however, they had troubles in the role of a representative which they have carried out in present. In order to overcome the current medical situation that competition is getting keen, it seemed that they expected the role as an enterpriser would be more important in future for competition and organization improvement. The administrator thought the role as a leader is the most important in present, in future and in current performance. It was considered that they recognized the importance of team work, order, goal of the organization, strategies, and information interchange regarding the characteristics of hospital that there are people of various kinds of occupations.

• The Journal of the Convergence on Culture Technology
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• v.7 no.4
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• pp.237-242
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• 2021

The purpose of this study was to investigate the effect of patient safety competencies and ethical climate in long-term care hospital nurses and to provide the basic data. Data were collected from 120 in D city and analyzed by t-test, ANOVA, Pearson correlation coefficient, and multiple regression using SPSS/WIN 25.0. The degree of Patient Safety Competencies in long-term care hospital nurses was 3.45± .41. There were not significant differences in Patient Safety. There was positive correlation between patient safety competencies and peer(r=.123, p<.001), manager(r=.241, p<.001), and hospital(r=.241, p<.001). The factors affecting the patient safety competencies confidence of the study subjects were peer(β=.23, p=.003), manager(β=.55, p=.004), hospital(β=.43, p=.031), with an explanatory power of 33.5%. Through this research requires the fellow study to determine the factors affecting patient safety competencies confidence of long-term care hospital nurses.

• Health Policy and Management
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• v.10 no.1
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• pp.95-110
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• 2000

The purpose of this study is to evaluate work values of hospital employees. Their work values was compared with that of other corporate's employees or among that of specialties in hospital. It was surveyed to 893 persons; 164 in hospital and 709 in others. The work values of hospital employees are similar to that of other corporate's employees. But they have first priority to working environment, and emphasize monetary incentive much more than hierarchical development. There are some gap in work value between age groups in hospital, different from other corporate. That means hospital manager need to development the more developed work value in hospital. The work values are different in monetary incentive, hierarchical development, safety, working environment, creativity among specialties in hospital. The more special employees emphasize much more to monetary incentive, hierarchical development, working environment and the less special employees have priority to safety work value. Specially, because the hospital managers want to have safety than creativity, it must to make some changing program of work value for advance of future hospital.

• Journal of the Korean Dietetic Association
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• v.5 no.2
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• pp.194-204
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• 1999

The objectives of this study were to assess the current practices of implementing selective menus and to identify the perception of foodservice manager and customer on selective menus for hospital foodservice would be fulfilled. Two types of questionnaires for hospital foodservice managers as well as customers were developed. Questionnaires were distributed to managers of 8 hospital foodservice department and 317 customers of patient meal service, and 6 managers and 139 customers were responded. The data were analyzed using frequency and t-test. The results of this study can be summarized as follows : 1. In hospital foodservice operations, the selective menu pattern was first introduced by L hospital on June 1994 in Seoul and recently 8 hospitals were currently implementing selective menus. But using rate of selective menus by patients were relatively low(23.2%), ranging from 15% to 32%. 2. Customers' needs for selective menus were rated significantly higher in the group of patients(4.24/5) who chose the selective menus than their counterpart(3.88/5). 3. The main reason not choosing selective menus was identified by patients as 'not knowing the implementation of selective menus'(52.6%), inconvenient factors in using selective menus for customer were also identified as orders : 'lack of nutrition information on menu item'(38.6%), 'complexity in procedure'(29.8%), and 'lack of menu variety'(26.3%). However managers considered 'managerial burden' and 'limited human resource' as main obstacle to implement the selective menu pattern. 4. Customers indicated 'variety of menu', 'active public relations' as effective methods to enhance using rate of selective menus, however, foodservice manager indicated 'variety of menu'(50%), 'improvement of quality'(16.7%), and 'simplicity in procedure'(16.7%). Based on the results of this study, following recommendations have been suggested : Managers in patient meal service should recognize customer needs for implementing selective menus and pay more attention in implementing selective menus and activating this program. For more effective implementation of activating selective menu program, the foodservice department should establish action plan on 'active publicity work', 'simplicity in procedures', 'variety of menu' and 'improvement of quality'. Especially nutrition informations on meals should be provided for customers in order to elevate participation rate.

• Journal of the Korea Convergence Society
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• v.11 no.8
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• pp.369-379
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• 2020

This convergent study aimed to verify the mediating effect of organizational silence and manager's inclination to reject negative feedback in the relationship between organizational justice and turnover intention of Clinical Nurses. Participants were 250 nurses working at general hospitals with 300 hospital beds or more. Examination of the mediating effect of organizational silence showed a mediating effect of acquiescent silence when procedural justice affected turnover intention. Additionally, when interactional justice affected turnover intention, prosocial and acquiescent silence mediated it. Examining the moderated mediating effect of manager's inclination to reject negative feedback showed moderated mediation effect when procedural justice mediated the acquiescent silence and affected the turnover intention. Interactional justice had a moderated mediating effect when the mediation between prosocial and acquiescent silence affected turnover intention. Therefore, it is necessary to efficiently regulate the manager's inclination to reject negative feedback when organizational justice affects organizational silence and turnover intention.

• Journal of Korean Academy of Nursing Administration
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• v.6 no.1
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• pp.97-107
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• 2000

In human societies, there are various organizations which are unique and have different roles. Among them, hospital organization are much more complex than other organizations because of their multitude of professional groups each with its own goals. To achieve its purposes, hospital should manage each professional group effectively. Hospital nursing organizations are the core positions in hospitals for patient care. Therefore nursing organizations have have efficient nurse managers to lead nurses for their own purposes. First- line nurse managers have special tasks for patients and nurses, which include to motivating, managing communicating with the people. So they should have high self-efficacy, which is the belief that one can successfully perform the behaviors in question. Self-Efficacy of first line nurse managers that asked them for leading their staff, and their tasks, is essential to bring about self-realization of staff nurses through motivation and job satisfaction, taking advantage of sound surrounding which is able to operate her staff nurses in order to function efficiently. But there were few studies on the topic in a hospital setting. This study was designed to measure first-line nurse managers' self-efficacy. The subjects for this Study were 167 first-line nurse managers randomly selected from 18 university hospitals in Korea. The Self-Efficacy was measured using 'The general self-efficacy scale' developed by Sherer and Maddux(1982). The data were collected through questionnaires and analysed using SAS program, frequencies, percentages and Pearson' correlation coefficients. The results of this study were as follows : 1. The average of first- line nurse managers' self- efficacy was 66.7. 2. The correlation between first-line nurse managers' self- efficacy and general characteristics(age, education, career) was not significant. From the above findings, this study can suggest the following : 1. Repeat studies are needed in various hospital settings. 2. First-line nurse managers must be trained with special programs for each nursing organizations' purposes.

• Korean Journal of Community Nutrition
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• v.8 no.3
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• pp.319-326
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• 2003

The purposes of this study were: a) to develop the a quality measurement tool for the contract-managed hospital foodservice, and b) to evaluate their performance with the developed quality measurement tool, and c) to verify the reliability and validity of the quality measurement tool. The developed quality measurement tool comprised two parts, which were foodservice management and medical nutrition care service. The foodservice management part was classified into six functional categories which were Menu, Procurement and Storage, Production and Distribution, Facility and Utility, Sanitation and Safety, and Management and Evaluation. The medical nutrition care service part indicated the medical nutrition care provided. Quality measurement tool had 91 standards and 324 indicators. The quality measurement tools were distributed to the hospital foodservice manager employed by the foodservice company. The 324 indicators were measured by foodservice manager on the 5-Likert-type scales, and then adapted to a 100 point scale. The SPSS Ver. 11.0 was used for statistical analysis. The categories whose scores were evaluated as being high were Procurement', General Sanitation', Personal sanitation' and Waste' and the categories whose scores were evaluated as being low were Diet Order Manual', Standard Recipe', Appropriateness (Facility and Utility)', Check (Facility and Utility)'and Information Management'. All the categories of medical nutrition service were evaluated as having seriously low scores. Therefore, it was necessary for the contract-managed hospital foodservice to improve its performance in the area of medical nutrition care service. For the verification of the developed quality measurement tool, the reliability obtained by calculating Cronbach's α was 0.8747, and the content validity was also proved by scrutiny of the modification of the Professional group's techniques. (Korean J Community Nutrition 8(3) : 319∼326, 2003)

• Journal of Korean Academy of Nursing Administration
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• v.6 no.3
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• pp.333-345
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• 2000

The health care environment becomes more competitive every day. It has fallen to nurse managers - from vice presidents of patient care to nurse managers and their assistants - to recruit and develop a workforce that successfully meets the needs of both patients and the organization. This means employees who demonstrate advanced critical thinking skills, creative problem solving, and sound decision making skills combined with clinical skills and patient advocacy. The environment which nurse managers create and the way they relate to their workforce, are pivotal to organizational viability. Especially leadership of first -line nurse managers contributes to the success of their organizations. First-line nurse managers are deserved to be one of the most administrative supervisors through the middle stratum in a hospital organization as being a manager in the field service if assessed from the overall aspects of hospital, as being an interim managers in the nursing department as well as being a supreme supervisor in a unit in terms of an organizational structure in the hospital. Similarly, as a compete leader, the first-line nurse managers have not only a professional which is qualified to perform a role of appropriate coordination with medical staff and key personnel but also hold an important key position a being responsible for performing his or her given role. The first-line nurse manager is expected to manage human and fiscal resources in ways not required before. While an identified need for well-prepared first-line nurse manager continues to plague the profession, first-line nurse managers often have difficulty providing the leadership required. The need leadership training to function effectively in their positions. But we hardly find a useful leadership training program for first-line nurse managers, therefore the purpose of this study was to developed the leadership training program for them. The steps of leadership program development were below: 1st step, 2 studies were done before develop a leadership program. One was done to ask to first-line nurse managers what they want to learn through leadership training, the other one was to ask the staff nurses what their opinions are for their first-line nurse managers leadership. 2nd step was searching other leadership programs contents. The results of this study were below: The total amount of hours is 24. Leadership training program contents are : Future of nursing profession (210min), understanding basic factor's of leadership and leadership theories(310 min), self understanding as first- line nurse managers(320 min), basic principle and practice of interpersonal relationship(210 min), assertiveness training, conflict management (180min), and group study(210min). This is challenging time to be a leader, especially in nursing. As nurse managers look toward the new millennium, it seems as through the same struggles are ahead that are behind. So nurse managers need to embrace change with a positive attitude. They need to demonstrate risk taking and support it in their staffs. All these things are possible that after they participate the leadership training program.

• Journal of Korean Academy of Nursing
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• v.15 no.1
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• pp.44-51
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• 1985

The purpose of this study was to investigate the role conflict of head nurse； to identify the degree of the role conflict, the sources of the conflict, and the relation between the degree of the conflict and the general characteristics of head nurse. During the period from July 23, 1984 to August 4, 1984, data were collected from 109 head nurses working in 7 general hospitals in seoul. The results of this study were: 1. The degree of the role conflict of head nurse was moderate. But among the three areas in performing head nurse's role, the degree of role conflict as a operational manager was slightly serious. 2. In the various sources of the role conflict of head nurse, the main sources were the shoratage of personnel (20.7%), lack of equipment (19.3%), and lack of time. (17.6%). 3. In comparison of the degree of role conflict of head nurse, there is no significant difference in the general characteristics of head nurse. But the role conflict of head nurse as a operational manager, there is a significant difference in hospital types in which the head nurse were working. (p <0.01). And as a operational manager, there is a significant difference of role conflict in educational levels. (p <0.01).

• Journal of East-West Nursing Research
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• v.24 no.2
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• pp.163-170
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• 2018

Purpose: The purpose of this study was to identify the influences of type D personality, burnout and work environment on nurses' intention to stay at the hospitals among nurses. Methods: A cross-sectional descriptive design was used. Participants were 135 nurses working at general hospitals. Data were collected using self-report questionnaires. Data were analyzed using the SPSS/WIN 23.0 program for descriptive statistics, independent t-test, ANOVA, $Scheff{\acute{e}}$ test, Pearson's correlation, and hierarchical multiple regression. Results: The score of nurses' intention to stay was 4.78. 39.3% of participants were classified as type D personality group. The scores of burnout and work environment were 2.92 and 2.39, respectively. Intention to stay was negatively correlated with burnout and positively correlated with nurse participation in hospital affairs, nursing foundations for quality of care, nurse manager ability, leadership, and support of nurses, staffing and resource adequacy. Burnout and manager ability, leadership, and support for nurses explained 46.0% of variance of nurses' intention to stay in the hospitals. Conclusion: The results of the study indicate that nursing intervention programs for increasing intention to stay for nurses should include strategies for decreasing the burnout and increasing manager ability, leadership, and support for nurses.