• The Korean Nurse
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• v.29 no.5
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• pp.46-53
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• 1991

In the past, management had been done over nurses rather than nursing and this brought the existence of general manager and as a result, nurse-manager's position and role are being threatend. For the up-bringing of nursing to firm professional recognition in the 21st century, it is firmly believed that nursing managers are to be in the position to play the role of general manager with professional qualifications; personal qualities and exact understandings on the role and function of each tier group under her/his management. 124 top(3 nursing superintendents), middle-range(23 supervisors) and unit managers(98 head-nurses) from 3 university hospitals in Seoul were interviewed in order to investigate their belief in the role, professional qualifications, personal qualities as well as the strategy for the development of their leadership qualities. The frame of reference for the interview were developed by the researcher in reference to relevant literatures. It was the common belief that qualifications o[ top-managers and mid-managers require an educational background of master's preparation or higher and clinical career for at least 15 years for top-managers and 5 -10 years for mid-managers. The personal qualities required by nurse managers include; leadership, initiative, judgement, self-confidence, flexibility, open-mindedness and strong motivation. Achievment-orientedness would greatly help them become excellent managers. On the other hand, [or more effective management, managers of each teir group are to fully understand their role and perform "their job responsibilities ie. Top managers are supposed to study with emphasis on organization, function and conceptual s~ill while mid-managers concentrate their effort on the development of skills for direction, guidance and human relationship. Unit managers also supposed to have abilities to manage their function with emphasis on development of clinical performance skill, for direction on operative aspects. The strategies for the development of leadership qualities include program-planning at individual instutional level as well as local, national and international level. Nurse-managers are to be motivated and encouraged to participate in the programs in order to effectively communicate within tier groups.oups.

• Proceedings of the Korean Institute of Building Construction Conference
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• 2018.05a
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• pp.124-125
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• 2018

The objective of this study is analyzing of requirements for improvement of the work-life balance of construction managers working in Korean construction companies. A survey has been conducted to analyze the requirements for improvement of construction managers. The survey was conducted on construction managers working in the field of architectural construction. 59 field managers working in 18 Korean construction companies responded to the survey. Upon analysis of the survey, the working hours were excessive and recreational time was very poor for the construction managers. There were differences in the answers regarding the areas that require improvement in the working conditions based on the age groups of the construction managers. A majority of young technicians selected that the recreational time and content of work require improvement, and technicians with a lot of experience selected that the stability of occupation and wage require improvement.

• The Korean Nurse
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• v.37 no.1
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• pp.107-115
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• 1998

There is an important concern regarding the First-line nurse manager's leadership because of the recognition that effectiveness of Leadership in this position results in benefits for the whole health care organization. So knowledge and practice of effective leadership behavior are now more essential to nursing than ever before. First-line Nurse Managers must be effective leaders to meet today's challenge because staff nurse, patient are affected by them. So the purpose of this study was to identify and to analyse the need for Leadership program of First-Line nurse managers in university hospitals. There were three major purposes of this study. First, identify First-line nurse managers general characteristic, second, identify their experience of leadership training, third, identify and analysis their demands for leadership training program. The subjects for this study was 167 First-line nurse manager randomly from 18 university hospitals in Korea. The data were collected through questionnaires from Oct. 13th to Nov. 20th, 1997, data was analysed using frequencies and percentages. Especially the steps of analysis of descriptions were as follows: Initial analysis centered on the identification of the demands of first-line nurse managers. Later analysis collapsed the demands into broad categories. From the collect data, 283 demands of first-line nurse managers were identified. These demands were then sorted into 3 broad categories that included : Self development as first-line nurse managers, relationship with others, and practice. The result of the study were as follows ; 1) Most of nurse managers(79.6%) had leadership training course and had good experience to improve self leadership. 2) Their demands of leadership training course are as follows First, for self as first-line nurse managers, they want to learn leadership theory, identify their leadership style and then develop their leadership skill. Second, for others as first-line nurse managers, they want to improve their communication skill, empowering others, relationship with others. Third, for patients as first-line nurse managers, improve their knowledge of practice. From the above finding, this study can be suggested the following; 1. Develope a leadership training course to improve first- line nurse manager's leadership skill according to their demands, so they will be better able to lead staff nurses for organization purposes. 2. When develope leadership training program, it must be contained the factors which first-line nurse managers want to learn.

• Korean Journal of Childcare and Education
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• v.18 no.2
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• pp.57-84
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• 2022

Objective: The purpose of this study is to examine the perceptions of early childhood educators about the role of middle managers in daycare centers. Methods: A survey was conducted with 254 educators including directors, middle managers, and teachers working at daycare centers located in Jeonbuk. An interview was then conducted with 18 educators working at six different centers. IPA for the survey and thematic analysis were performed for the interview contents. Results: The results show that all the participants perceived that communication among managers, daycare staff, and related organizations should be improved most urgently; in the interview, middle managers as a solver of the uncomfortable relationship between directors and teachers and as a linker between generations were emphasized. Also, the directors and middle managers recognized that the skills to have as middle managers needed to be improved most urgently, and the teachers recognized nothing needed to be improved urgently. Different emphasis for the need of supports for environment and systems was made in the interview by each position. Conclusion/Implications: The study discussed the necessity of the official position of middle managers in a daycare center to promote the professionalism of early childhood educators.

• Journal of the Korean Society of Safety
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• v.27 no.2
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• pp.127-133
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• 2012

This paper shows survey result on safety management status of laboratories in Korea. In Korea, many studies and reports on laboratory safety have been published since the ministry of education, science and technology (MEST) enforced the Act on Establishing a Safe Environment of Laboratories (Lab Safety Act) in 2006. The MEST has surveyed status of safety management in institutions subject to Lab Safety Act in 2008 and 2010. According to the survey result, safety management status of universities and colleges has been improved on several factors such as establishment of safety manual and implementation of safety inspection; while the number of safety managers of universities and colleges have increased. However, the difficulties in performing duties of safety managers has increased because the number of exclusive safety managers has decreased. This paper identifies the similarities and differences between Occupational Safety and Health Act and Lab Safety Act on assignment and duties of safety managers; therefore, this paper suggests a standard to determine the number of safety managers and decide whether or not their duties should be exclusive. Besides current standard that is based on the number of researchers, the number of individual laboratories should be considered. The new method would be helpful to determine the number of exclusive safety managers because the amount of safety managers' duties generally do not depend on only the number of people who may be exposed to any risk but also the number of facilities that may be cause of any accident.

• Journal of Korean Academy of Nursing
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• v.53 no.5
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• pp.556-569
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• 2023

Purpose: This phenomenological study tried to understand the essence of the transitional care experience of medicaid case managers and its structural meaning. In addition, it was attempted to establish a system of transitional care and seek support measures for medicaid case managers. Methods: The participants of this study were 7 medicaid case managers who had spent more than 1 year and 6 months in medicaid pilot project. Data were collected with individual in-depth interviews from June to December 2021. The data were analyzed by Giorgi's phenomenological analysis method. Results: The seven constituents derived from the results of this study were 'struggle to establish a living environment', 'dedication to supporting independent living', 'anxiety about safety', 'pressure on care responsibilities', 'distress in building the pilot project', 'pride in role', and 'expectation for improvement'. Conclusion: The study results provide a comprehensive understanding of the transition care reality for medicaid case managers. They also shed light on managers' perceptions and attitudes. These findings can serve as fundamental information for establishing support measures for medicaid case managers and transitional care systems.

• The Journal of Korean Academic Society of Nursing Education
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• v.30 no.1
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• pp.82-95
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• 2024

Purpose: This study aimed to identify the needs for the managerial competencies of nurse managers in general hospitals. Methods: A cross-sectional design was used. The participants were 203 nurse managers, 141 head nurses or unit managers, and 62 directors or team managers from 17 general hospitals. Data were collected by a self-administered questionnaire with 42 nursing management competencies and 181 behavioral indicators. Participants rated the importance and performance of each indicator. Data were analyzed using a paired t-test, independent t-test, importance-performance analysis, Borich's needs assessment model, and locus for focus model. Results: In all 42 competencies, importance was rated significantly higher than performance. The head nurses or unit managers had high demands for "human resource development," "performance management," and "information management," while the directors or team managers had high demands for "change management." Competencies in high demand in both groups were "development of nursing standards" and "self-management." Conclusion: Based on the results, it is necessary to select priorities and prepare educational content when developing educational programs to strengthen the nursing management competencies of general hospitals' nurse managers.

• 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 Family Resource Management and Policy Review
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• v.16 no.1
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• pp.103-121
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• 2012

This paper used data which consisted of 109 female managers who married and 109 female managers who gave birth over a 2-year period (2008-2010) by 'KWMP: Korean Women Manager Panel' from Korean Women's Development Institute (KWDI). The results of this empirical study exhibit that 1) female managers' marriages and childbirth did not have significant effects on job satisfaction, organizational commitment, and plans to leave. 2) Female managers' marriages also did not have significant effects on life satisfaction, however, their childbirth did (t=2.49, df=108, p<.014). We used to believe that female managers' marriages and childbirth could disturb their work. However, this study disproved the previous stereotype that female managers' marriages and childbirth would have negative effects on job satisfaction, organizational commitment, and plans to leave. The results of this study will provide useful information to human resource departments or female rights and interests organizations.

• Korean Journal of Construction Engineering and Management
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• v.12 no.6
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• pp.93-100
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• 2011

As the construction management(CM) market has grown, so has the CM competition in the market place. Consequently, competent construction managers become a core part of CM firms' competitiveness. The objective of the study is to identify and discuss core competencies of construction mangers based on literature survey, Delphi Method and AHP. Among various competencies required for construction managers, skills for problem solving, trust and negotiation skills were identified as the crux of construction managers' competencies. A better understanding of construction managers' core competencies is very critical in terms of CM firms' training of construction managers and continuos self-improvement for construction managers.