• Korean Journal of Adult Nursing
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• v.20 no.2
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• pp.251-268
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• 2008

Purpose: This study aimed to develop the first standardized education & training program for education of senile long-term care managers to improve the quality of senile long-term care service. Methods: The study developed programs through literature review, specialists' conference and interview with the linear approach from February, 2007 to May, 2007. Results: Senile long-term care managers should have qualification of 51 items in knowledge, 35 items in technology and 17 items in attitude. Total 8 subjects were education & training subjects of senile long-term care managers and the study proposed targets of each subject and education & training level divided into top, middle and bottom. Total education & training hours were composed of 70 hours in theory, 50 hours in practical technique and 40 hours in social welfare practice in agencies. Conclusion: The study will contributed development of the first education & training programs for education of senile long-term care managers. Therefore, the study proposes that the study will be applied to a systematical education & training course through program verification after applying real programs to senile long-term care managers and that it is necessary to develop the standardized education & training program for higher senile long-term care managers.

• 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.

• 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 the Korean Society for Aviation and Aeronautics
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• v.31 no.2
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• pp.95-99
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• 2023

As our whole society has become increasingly aware of safety and emphasizes the importance of preventing safety accidents, the airline cabin service sector is also facing a strong demand to improve practical system for aviation safety education. In this regard, the development of appropriate safety education programs and the getting of human resources who can develop and operate such programs are becoming key issues. This study aims to provide academic and practical implications for safety education and training in airline cabins by reconfirming the importance and direction of safety education in the context of airline cabin services, and by specifying and establishing qualification requirements for personnel who develop and operate such safety programs. To this end, we review the content that should be included in safety training programs, the qualifications required of developers, managers, instructors, and examiners who develop or operate such programs, and how safety training programs can be continually improved as relevant conditions change in the future. In addition, we have also suggested ways to train appropriate managers, instructors, and examiners, including improving the compensation system for them, and how to effectively manage trainees. In order to secure a higher level of aviation safety in the future, it will be necessary to continue research on the development of more diverse and high-quality aviation safety education programs and the training of related personnel.

• Journal of the Korean Society of Safety
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• v.35 no.5
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• pp.95-105
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• 2020

As one of the useful approaches to enhance safety managers' competencies, this study aims to suggest improvement plans in terms of education in school and on the job for safety managers. Educational needs at schools and job training institutes were surveyed with 321 safety managers in Daejon & Chongju Area. Correspondence with university professors at safety engineering departments via email was also conducted. Collected data were put into the R stochastic program in codified form and quantitatively analyzed through two-dimensional cross-tabulations and a chi-square test. With respect to school education, three academic subjects were examined. Job training was suggested to be conducted as 'training for trainers', which should be more flexible in terms of contents, method, and fees. Periodical investigation of educational needs for safety personnel who are consumers of safety education and training was also proposed.

• Korea Journal of Hospital Management
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• v.18 no.4
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• pp.54-77
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• 2013

This paper is a comparison study about leadership training transfer factors between physicians working in large scale hospitals and managers working in firms. To fulfill this purpose, this study conducted a regression analysis on 101 managers and 59 physicians who had attended similar leadership training programs more than 16 hours recently in order to identify the differences on the learning transfer factors. 6 factors such as Learner readiness, Performance self-efficacy, (so far as Trainee Characteristics group), Organization Culture, Supervisor's tangible incentives and Supervisor's intangible support, (so far as Work environment group), Content Validity & Transfer Design (so far Training Design group) were used as independent variables while the personal Managerial Capability Increase and Leadership Capability Increase were used as dependent variables. And also we used 5 factors as control variables ; Job style (Manager or Physician), Age, Gender, Working years and Organization size. Here are the summary of major findings ; first, there were statistically significant differences between the learning transfer factors in leadership training programs for managers and those of physicians. Second, there were also statistically significant differences among trainees' working years and their organization size factors while age and gender do not affect the learning transfer factors. Third, for the physician's leadership training the practitioners should focus on two factors ; Organization Culture and Learner readiness.

• Journal of Korean Academy of Nursing
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• v.33 no.1
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• pp.130-137
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• 2003

Purpose: The purpose of this study was to examine the effects of Self-Development training on the Human Relationship and Intrinsic Motivation for first-line nurse managers. Method: This was an empirical study on the Human Relationship and Intrinsic Motivation of Self Development Training. The researcher developed a new Self-Development Training Program, and the two-hour long training session was performed twice a week for each group. The program was performed for 4 session in two weeks. The subjects consisted with 24 nurse managers from C University Hospital in Seoul, Korea. The subjects were divided into two groups for the training. Two weeks before and 4 weeks after the training, subjects completed questionnaires that measured Human Relationship and Intrinsic Motivation. Analysis was completed by using SPSS PC 10.0 for percentile, mean, standard deviation and paired t-test. Result: The results of this study showed that Self-Development Training Program resulted in a significant effects on the Human Relationship. But the Intrinsic Motivation was not significantly affected by the program. Conclusion: This Self-Development training program had a positive effect on the Human Relationship and Intrinsic Motivation.

• Journal of the Korean Dietetic Association
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• v.9 no.4
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• pp.273-277
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• 2003

The purpose of this study was to examine sanitation management practices of restaurant managers for the training needs analysis. A total of 26 restaurant managers participated in this study. A check list was consisted of three parts : facility, personal, and food hygiene. Two observers and one manager evaluated the same check list at same time and the results were compared. The results of this study suggested that most restaurants have needed for re-training programs in the view of facility, personal, food sanitation practices. Specially, proper washing and sanitizing methods for hands and utensils, proper cooking and holding temperature, and proper storing methods were needed to be trained. Based on this study, most independent restaurant managers in Cheonan were aware of training, but they had no effective training program manuals. Results of this study implicated that dietitians have new opportunity for consultants of independent restaurants in the region because they have practiced sanitation management manuals.

• The Research Journal of the Costume Culture
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• v.29 no.6
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• pp.865-880
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• 2021

The purpose of this study was to examine job competencies for sales training program development to maximize profits in fashion retailing. An empirical online survey was conducted from September to December 2019, and data was collected from 200 salespeople and store managers working in fashion stores. Results were analyzed using frequency analysis, factor analysis, variance analysis, and regression analysis with SPSS 25.0. The major findings of this study were as follows. First, the most important job competencies identified by fashion store managers were: sales sense know-how, customer service skills, and sales person's fashion style sense, product knowledge, fashion marketing and customer management. The job competency factors for sales training programs included empathy with the customer, product knowledge, communications and networking, basic job requirement, and sales skills. These five factors positively influenced the employment intentions and expectations of work performance of graduates. These factors also had a positive influence on the need of sales training program and intention to participate in retraining. Store managers in fashion retail thought the most appropriate period for on-the-job training was either 2-4 days or more than 1 week. The results of this study can be used as a base to develop training programs for job efficiency for salespeople in fashion retailing.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.21 no.2
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• pp.315-321
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• 2020

The purposes of this study were to examine the relationships between education and training, job satisfaction, and life satisfaction for female managers and to analyze the mediating effect of job satisfaction on the relationship between education and training and life satisfaction. Statistical analysis was conducted on a total of 1,381 female managers using the data from the 6th Korean Women Manager Panel Survey. The results of the study were as follows. First, education and training had a significant positive impact on job satisfaction. Second, education and training had a significant positive impact on life satisfaction. Third, job satisfaction had a significant positive impact on life satisfaction. Fourth, job satisfaction had a partial mediating effect on the relationship between education and training and life satisfaction. Additional research on education, job satisfaction, and life relations of female workers is needed. In order to establish a virtuous cycle of education and training, work, and life for female managers, related government policies and systems need to be improved.