• Journal of Korean Critical Care Nursing
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• v.5 no.1
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• pp.44-55
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• 2012

Purpose: The purpose of this study was to investigate perception of patient safety culture and safety care activity among hospital nurses and to identify factors associated with the safety care activity. Methods: A total of 399 nurses working at secondary or tertiary hospitals in B city were participated in. Data were collected using 'Questionnaire on Patient Safety' and 'Safety Care Activity Questionnaire'. Results: The mean score of patient safety culture was 3.41 out of possible 5. The mean score of safety care activity was 4.40 out of possible 5. There was a positive relation between the perception of patient safety culture and the safety care activity. Through stepwise regression analysis with 22.4% of accountability, it was found that the perception of the safety care activity was associated with communication process, a sub-domain of safety culture, marital status, experience of incidence reporting, and level of patient safety. Conclusion: The findings show the importance of communication among nurses to improve the safety care activity. To provide high quality of care for patients, it is necessary to educate nurses on fire safety, patient education, and medication safety and improve their communication skills.

• Journal of Information Technology Applications and Management
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• v.25 no.3
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• pp.55-66
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• 2018

Early smart-work of company K was a technology-led way of applying ICT such as smart phones and mobile devices to business. After company K perceived the limitations of ICT-driven smart work, it propelled the work-smart, doing a work smart toward the way that human beings become central and a creative organizational culture is engendered. Company K propelled work-smart strategy in eight categories: simplification of data requirements, establishment efficient meeting culture, streamlining reporting and approval process, simplified document creation, overtime decrease, spreading flexible work system, settlement of healing leave, creating work-smart place. Company K set up an organizational culture secretariat dedicated to work-smart promotion and selected task priorities in consideration of urgency and effectiveness. Owing to such efforts, the company K's work-smart index rose sharply to 72 points this year from 56 points in the previous year. At the organizational culture survey, employees responded that organizational culture improved in all area. For a better future, company K analyzed its work-smart outcomes and planned progressively to improve its work-smart efforts based on employees opinions. This case study will serve as a guideline, for companies to make efforts to going forward to today work-smart beyond yesterday smart-work.

• Journal of Digital Convergence
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• v.12 no.2
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• pp.423-430
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• 2014

Patient safety culture for the general hospital to investigate the perception of radiological technologists, managing of the patient safety provides the Foundation for the safety activities as a basis to develop a program for providing. Patient safety culture for the general hospital to investigate the perception of Radiological technologists, the duration of the survey of the study on June 13, 2012 to June 20, and five general hospitals worked on Radiological technologists workers were material and analyzed the target of 198 (SPSS ver. 19.0). Patient safety activities within the Department, the factors affecting direct care, communication, medical malpractice, hospitals rated, safe for the patient safety culture and the reported accidents, dangerous and caused an accident, most feel that patient safety incident reporting system according to the results of evaluating medical accidents patient safety culture regarding recognition, work appeared in more than 25 years, even the most highly evaluated, the working period of 10 patient safety to 15 years the most highly. Therefore, General Hospital, Director of the patient safety culture improvement of radiation in order to have sufficient staffing, aggressive approach to patient safety issues, and safe working period of relapse prevention of accidents to the radiation as well as giving systematic consideration of mission medical accident reporting system will be active.

• Journal of the Ergonomics Society of Korea
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• v.35 no.2
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• pp.111-123
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• 2016

Objective: The objective of this research is to study preceding literature on safety culture surveying tools and indicators used in aviation organizations to help the further understanding of aviation safety culture by presenting Korea-Safety Culture Survey Indicator (K-SCSI) as a relevant case. Background: The aviation field puts a great deal of effort in preventive safety management through the application of Safety Management System (SMS), which was co-developed by international aviation organizations such as ICAO and FAA. To successfully operate safety management system, safety culture factors such as the organization member's level of consciousness, attitude and faith regarding safety must be put together. However, the aviation field currently lacks programs to promote safety culture and the exact understanding of some safety culture concepts. Method: This research inquired into the definition of safety culture in the aviation field and the surveying tools used to measure it. It then described the development and application process of the Korea-Safety Culture Survey Indicator (K-SCSI) mainly focusing on case studies. Results: In this research are presented safety culture promoting programs that can be applied to subordinate indicators of K-SCSI such as organization commitment, management involvement, rationality of reward system, employee empowerment and reporting system. Conclusion: For a mature safety culture to settle successfully, it is essential that safety culture survey indicators are developed and applied in a way that fits the organization's features. Also, behavior measuring indicators are required to develop a more objective indicator and thus must be standardized. Application: Cases that deal with the development and application of safety culture measuring tools within the aviation field can be studied and applied in other domains to spread safety culture.

• Journal of Korean Academy of Nursing Administration
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• v.13 no.3
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• pp.321-334
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• 2007

Purpose: The objectives of this study were to understand and compare perception and experience between clinical staffs(nurses and pharmacists) and Quality Improvement managers. Method: A qualitative study was conducted with 14 clinical staffs and QI managers who are working at tertiary hospitals in Korea. Interviews were recorded and transcribed for systematic analyses of qualitative data. Results: Most critically, while QI managers acknowledged that establishment of the patient safety culture and reduction of medical errors are urgent tasks for QI effort, clinical staffs don't seem to share such perceptions. All participants agree that staff shortage and no compliance to safety procedures were major reasons for medical error occurrences. Many suggested that an organizational culture where errors were perceived as a systematic problems rather than individual failures or carelessness should be formed to promote voluntary reporting of medical errors. Conclusion: A more systematic effort and attention at the hospital leadership and public policy level should be promoted to constitute societal consensus on the urgence of promoting patient safety culture and more specific approaches to tackle the patient safety problems.

• Proceedings of KOSOMES biannual meeting
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• 2017.11a
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• pp.117-117
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• 2017

• Korea Journal of Hospital Management
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• v.18 no.3
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• pp.27-42
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• 2013

Purpose: This study is aimed to provide the fundamental data for building the patient safety culture by identifying the perceptions of patient safety culture of hospital nurses. Methods: this study was a cross-sectional survey. For this study, 816 nurses participated from three general hospital and one university hospital located in Gwangju and Chonnam. The data were collected from April to June, 2012 by self-administrated questionnaires. The 'Hospital Survey on Patient Safety Culture'developed AHRQ(2004) and translated in Korean and edited by Je(2006), was used to measure the patient safety culture which the nurses were perceived. The collected data were analyzed with descriptive statistics, t-test, ANOVA, Scheffe test using SPSS window 18.0. Results: With a possible score of 5 points, the average score for nurses'perceived patient safety culture 3.32. In the sub dimension of patient safety culture, the score hospital-level aspects was the highest level of 3.27(0.50) and reporting system medical errors was the lowest of 3.08(0.40). The difference of perception level on patient safety culture were statistically significant depending on demographic and job-related characteristics such as age, hospital level, work experience in present hospital, work experience in present unit, work experience in present area, positions, work hours of week. Conclusion: The scores of perception of which were shown to be relatively low in this study, needed to be improved through continuous education, evaluation and researches. We suggest developing a new tool on patient safety culture fit our country which will help to manage ongoing patient safety culture.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.6
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• pp.2607-2616
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• 2012

This study was designed to figure out patient safety culture of medical institutions and try to utilize the study results as basic data for analyzing doctor's awareness of patient safety culture. To this end, questionnaire survey was conducted from August 1st to September 5th, 2011, targeting doctors working at senior general hospitals located in G city, and 194 questionnaires were utilized for final analysis. The research results are as follows. First, there was a difference in awareness of deployment of staffs depending on gender, age, term of service in the hospital, contact with patients and working hours per week in relationship between subjects, wards and hospital safety culture, and organizational learning and teamwork in the ward turned out to be significant in accordance with working hours per week, and all sub-areas of the ward safety culture by departments. Second, feedback about the malpractice, communication, report on malpractice frequency and overall safety awareness were found to be significant by departments in relationship of subjects, medical incident reporting system, patient safety evaluation and overall level of consciousness, and the overall safety awareness showed significant results according to contact with patients and working hours per week. Third, there was a positive corelation in sub-areas of the ward and hospital safety culture awareness, overall recognition and patient safety evaluation, and a positive corelation with medical incident reporting system was found in all areas except for attitude of managers/immediate supervisors and that of hospital executives. Fourth, sub-areas of patient safety culture which has a effect on patient safety showed significant results in organizational learning, openness of communication, overall safety awareness, systematic cooperation between departments, feedback/communication and non-punitive response. In conclusion, to increase the level of the ward and hospital patient safety culture of doctors and implement medical incident reporting system faithfully, it is necessary to activate teamwork through organizational learning in the ward based on the adequate staffing and working hours, promote open communication between departments and provide feedback on medical malpractice, thereby establishing a cooperative system by departments and active support of hospital executives for patient safet.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.717-728
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• 2020

The objective of this study is to explore the whole process of fraud risk management strategies that should be implemented by the organizations. Secondly, this study discusses the governance issues that arise at each stage of the process. For the purpose of this study, a content analysis of previous literatures is used as a technique for gathering data. This process usually involves codifying qualitative and quantitative information into pre-defined categories in order to derive patterns in the presentation and reporting of information. Based on our content analysis, we found that the fraud risk management process should be made of at least five stages which are inculcating the culture of managing risks in an organization, identifying the risks, evaluating the risks, determining preventive actions and implementing and reviewing stages. Our extended analysis of the fraud risk management process finds that a lot of governance issues arise in the fraud risk management process that should be solved by regulators and companies in order to ensure that fraud risk management process is embedded as corporate culture, not merely as a process. Among them are how to create the risk culture in an organization and whether auditors and risk management committees identify risks from each available source.

• The Journal of Industrial Distribution & Business
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• v.13 no.8
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• pp.19-27
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• 2022

Purpose: CEOs develop policies through their effective decision-making while employees implement the policies so that a business realizes the expected returns. This research focuses on the importance of the CEO's sustainable leadership to distribute environmental education culture to improve employees' environmental performance. Research design, data and methodology: The PRISMA that is selected by the present research is an evidence-based minimum group of entities for reporting in systematic reviews and meta-analyses. The core focus of the concept is to note studies that evaluate the impacts of intervention and can also be utilized as a basis for writing systematic reviews rather than intervention evaluations. Results: The current investigation indicates that there are four kinds of suggestions (a. Increased organizational learning, b. Open communication, c. Participative decision making, d. Psychological empowerment) how the management should develop sustainable leadership for distributing green culture and improving employee green performance. Conclusions: Based on four solutions, the present research concludes that sustainable leadership for CEOs is not only of advantage in terms of protecting the environment and the people, but it fosters increased organizational learning. Increased organizational learning leads to better employee sustainable performance, which includes financial performance and the social and environmental initiatives the organization implements.