• Journal of Hospice and Palliative Care
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• 제24권3호
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• pp.194-197
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• 2021

End-of-life assessments aim to help dying patients and their families plan clinical interventions in advance and prepare them for a peaceful end of life, in which the patient accepts life and death, and the family accepts the patient's departure. It is important to assess whether death is imminent within a few days, because critical hospice care is provided intensively during that period. The following five changes constitute objective evidence of the end of life: diminished daily living performance, decreased food intake, changes in consciousness and increased sleep quantity, worsening of respiratory distress, and end-stage delirium. As subjective evidence, it is suggested that sensitive perceptions of experienced nurses and the feelings of family members caring for patients should also be considered. When notifying a patient or family members that the end of life is approaching, the members of the multidisciplinary hospice team must communicate with each other, share accurate information, and provide consistent explanations. They must also listen to non-verbal communication in an empathic and supportive manner.

• The Korean Journal of Health Service Management
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• 제6권2호
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• pp.1-13
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• 2012

The purpose of this study was to investigate the factors that affect the performance of health insurance review department workers of Korean tertiary hospitals, general hospitals and hospitals. A survey was conducted through structured questionnaire for chiefs and members of health insurance review departments of hospitals, and data from 1,064 respondents were utilized in the final analysis. Survey items included general characteristics of the hospitals and health insurance review departments, job satisfaction and organizational commitment as organizational effectiveness. As multiple linear regression results, in the case of chiefs, the most significantly related factor to job satisfaction was a monthly salary. The other related factor was job stress. In the case of members, the most significantly related factor was job stress. The other related factors were more monthly salary, religious believer, and less complex workplace, in order. As organizational commitment, in the case of chiefs, the most significantly related factor was a monthly salary. The other related factor was more clinical experience. In the case of members, the most significantly related factor was job stress. The other related factors were more monthly salary, tertiary hospitals, more age, and less complex workplace, in order.

• Information Systems Review
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• 제16권3호
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• pp.25-47
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• 2014

IT project is a knowledge-based project with high uncertainty in role assignment and task allocationamong team members. This study empirically investigate steam members' interactive behavior in IT projects based on the framework of social interdependence theory. The goal and task interdependencebetween team members were posited as antecedents of project performance with communication effectiveness and knowledge sharing as mediating variables. To test the research model, a dataset was collected form IT and business professional pairs of 123 IT project teams. The results indicated that the theory of social interdependence is applicable to explaining the promotive interaction in IT project teams. In detail, task interdependence appears to have influence on both promotive interactions (communication effectiveness and knowledge sharing), and goal interdependence influences only on communication effectiveness. Knowledge sharing is found to be a significant mediator between social interdependence and project performance. However, communication effectiveness only indirectly influences project performance via knowledge sharing. Academic and practical implications are discussed.

• Journal of Korean Society of Industrial and Systems Engineering
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• 제47권3호
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• pp.202-216
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• 2024

In today's rapidly changing business environment, rapid decision making and effective project management are essential for business growth. This study examines how project manager competencies and organizational structures affect business performance. Successful project execution depends on the strategic use of project managers' skills and organizational resources to maximize performance. An empirical study was conducted with 475 participants from the construction and engineering sectors. The applied analyses included multiple regression analysis and two-way ANOVA to assess how project manager competencies and organizational types affect business performance. The results of the study show that project manager competencies significantly improve business performance, especially when combined with appropriate organizational types. Effective use of organizational frameworks leads to better financial results, increased market competitiveness, and greater innovation. The results of the study are as follows: First, project manager competencies were found to have a significant positive effect on business performance. Second, the use of functional, project, and matrix organizations had a significant positive effect on business performance. This suggests that aligning organizational structures with business objectives is important for achieving optimal performance. Overall, this study provides valuable insights into the academic literature and practical applications of project management and organizational research. In addition, if we can select organizational members based on the learning effects of previous projects when operating new projects in the future, it will help reduce risks. Ultimately, it will improve the project manager's competency level, promote the individual abilities and knowledge sharing of team members, and provide opportunities for the company to build efficient new systems. This will be evaluated as a valuable study in terms of academic and practical productivity.

• Journal of Internet Computing and Services
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• 제19권1호
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• pp.113-122
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• 2018

In today's rapidly changing environment, companies need to have proper strategies in place to meet the challenges that constant change presents. Being flexible, responding and adapting to changes can be valuable. However, they are essentially passive ways of dealing with situations. Creating new values and innovation are more active and effective strategies fora constantly changing environment. As such, most companies in e-business should focus on developing creativity across the board. Employees' creativity has become a critical factor in e-business. This paper explains how to increase workers' creativity through authentic leadership and psychological empowerment. As it is not machines or computers, but people, that are ultimately still responsible for creating novel outcomes, this study emphasizes the overriding importance of members' ability and leader's roles, which greatly influence followers' levels of motivation. Authentic leadership encourages members to reach and display their potential, and enhances their intrinsic motivation. Moreover, members' psychological empowerment is directly associated with both intrinsic motivation and autonomy, preconditions for creativity. Hence, these two dimensions- leadership and an individual's psychological state- will increase workers' creativity, which works to increase performance and create more opportunities not only at the individual level, but also at the team or organization level. The purpose of this paper is to explain the effects of authentic leadership on creativity and the moderating effects of psychological empowerment between authentic leadership and creativity in the e-business environment.

• Journal of Information Technology Services
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• 제15권3호
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• pp.173-193
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• 2016

Start-ups do not have enough resources such as financial capital and established customer base. Knowledge base of start-up team members is the crucial and unrivaled resource. This study tries to explicate the knowledge sharing process occurring in this knowledge base of start-up teams. Adopting the knowledge process view, detail process of knowledge sharing process model is constructed consisting of knowledge sharing speed, quality and quantity in a form of nomological net and empirically tested. In addition, preceding antecedents and consequential outcomes of this knowledge sharing is also posited as part of the research model : knowledge state of the team leading to team creativity and agility via the explicated knowledge sharing process model. Also, as this knowledge based view are triggered by the advance of IT in general, IT support is conceptualized as an antecedent and measures are operationalized. 230 data points were collected from start-up teams. Via data analysis using PLS, theoretical relationships from knowledge state, IT support, knowledge sharing process and knowledge consequences are found to be empirically supported except a few not supported. Most of all, team agility and team creativity are theoretically supported and empirically validated as critical outcome variables beyond performance measures. Though agility and creativity has been discussed as critical construct in start-up teams, it has not be much validated empirically. Also, interestingly, IT support are found to be significantly impacting the knowledge sharing process as expected. Academic contributions and implications for practice are discussed at the end with limitations and further research.

• The Journal of the Korea Contents Association
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• 제9권6호
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• pp.289-299
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• 2009

This study set out to analyze the perceptions of investigative police officers and division police officers regarding Police Investigation Specialization, which had been in effect for four years, identify the problems, and search for alternative policies. The results led to the following alternative policies; first, the communication among the members should be facilitated by trading the jobs between investigative policemen and division members in certain percentage regularly, integrating job education and special work, and developing diverse support programs for detective activities to provide them with opportunities to experience and understand investigation. The second suggestion concerns the investigation members' morale. There should be a range of measures to boost their moral such as allocating separate budget and personnel to support the investigation department and the treatment of major criminal and civil cases, giving each investigation team an office and investigation room to improve their working environment, readjusting the promotion ratio of Police Investigation Specialization to introduce a promotion system proper for each investigation's characteristics. The third suggestion is to secure job efficiency. It's required to reinforce the current short-term specialized education program to bring up practical and professional investigators, open the certification exam of professional investigators to all members so that every policeman can have their abilities recognized and approved as long as they have the demanded capabilities, and create a system of shedding off the members idle at work by reflecting low performance records when evaluating the members to decide who to dismiss from Police Investigation Specialization. And finally, it's important to divide duties rationally. The rationality of duties division can be guaranteed by setting the guidelines for direct handling for the team leader to help him devote himself to his duties, defining objective criteria of measuring investigation workload, and creating devoted systems and teams for simple and small accidents so that experienced investigators can deal with high-profile cases.

• Knowledge Management Research
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• 제11권2호
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• pp.163-173
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• 2010

It is well known in KM (Knowledge Management) literature that a certain amount of knowledge is necessary for KM to contribute corporate performance to some extent. However, It is considerably difficult for a company to amass knowledge due to limited time and lack of understanding from employees. In this respect, DAEWOONG, one of leading pharmaceutical company in korea, shows very special knowledge management activity, SOP(Sucess of project), by which DAEWOONG succeeds in catalyzing the knowledge sharing process among members and cultivating men of ability. Also, DAEWOONG improve working performance at an individual level as well as team level. This case will help understand how important the knowledge management activity is to improve the corporate performance.

• Proceedings of the Korean Society of Precision Engineering Conference
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• 한국정밀공학회 2003년도 춘계학술대회 논문집
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• pp.1266-1269
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• 2003

Many studies have indicated that most of a product's cost is fixed early in its lift cycle, before the original design cycle is complete. This implies that we should consider various aspects of product lift cycle at the design stage. This means the need of collaboration in design stage. Because the Internet provides instant access to a wealth of design information, the Internet is used by the collaborative design team members as a medium to share data, information and knowledge, and in some cases for product data management and project management by integrating the Web with appropriate technologies. This paper presents a real-time collaborative design system for powerful interaction performance, based on the Internet and Web technologies. Using The system use the client/server architecture and the purpose of the system is to provide a method that enables real-time view, review and modification of the 3D model through the Internet.

• Journal of the Korean Operations Research and Management Science Society
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• 제17권2호
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• pp.53-90
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• 1992

THis study examines a contingency relationship between task uncertainty and structure of project teams in conjunction with the leader-member communication patterns. Multivariate analyses are used to analyze the data from 63 R & D project teams of research laboratory in a large manufacturing corporation. Major findings for this study can be summarized as follows. First, project teams with an organic structure are found to yield high performance when task uncertainty is high, while project teams with a mechanistic structure achieve high performance when their tasks are relatively certain. Second, patterns of leader-member comunication are significantly associated with both task uncertainty and structural characteristics of project teams. This implies that leaders of project teams communicate with their members in more conslutative manner when their tasks are uncertain or when their team structure exhibits organic characteristics. Finally, task uncertainty playus a significant moderating role in the relationship between consultative communication patterns and performance of project teams. Based upon these findings, this study offers several theoretical, practical, and methodological implications.