• Journal of Fisheries and Marine Sciences Education
• /
• v.25 no.1
• /
• pp.246-259
• /
• 2013

The principal purpose of this study is to analyze school organizational culture in secondary school in Busan. This study measures background variables such as gender, teaching experience, classification of school, grade of school, and scale of school. The results of the study are as follows : First, to see the difference on the perception of organizational culture depending on gender, female teachers have a stronger sense of professionalism, community spirit and consideration than male teachers. Second, to see the difference on the perception of organizational culture in terms of teaching experience, teachers who have more than 21 years of teaching experience have a more positive perception on decision-making and consideration than those who have 11~20 years of teaching experience. Third, to see the difference on the perception of organizational culture according to classification of school, public schools have a more positive perception on every item such as professionalism, decision-making, community spirit, and consideration than private school. Fourth, to see the difference on the perception of organizational culture in terms of classification of schools, secondary schools have a more positive perception on professionalism and community spirit than high schools. Lastly, as it is seen in the difference on the perception of organizational culture depending on scale of school, schools which have 13~35 classes have a more positive perception on professionalism than others.

• Journal of the Korean Society of Food Culture
• /
• v.23 no.3
• /
• pp.366-376
• /
• 2008

The purpose of this study was to examine the job satisfaction of foodservice managers at schools in Jeju, Korea, according to the organizational culture and commitment of the school foodservice and administrative departments. The subjects included 144 (98.6%) dieticians from Jeju schools. The data were analyzed by descriptive analysis, reliability analysis, factor analysis, ttests, ANOVA, and Pearson's correlation coefficients, using the SPSS Win 12.0 program. In terms of organizational culture, the dieticians perceived the 'human relations model' and 'internal process model' as the strongest types for the school foodservice departments and administrative departments, respectively. However, for both types, a gap existed between the organizational culture that was perceived and that which was expected. In particular, the subjects expected that the 'human relations model' and 'open systems model' were the most important organizational culture types. In terms of the subjects' organizational commitment scores, loyalty and pride scored highest whereas unity scored lowest. For the level of job satisfaction, the performed work itself scored highest and was deemed most important. Additionally, organizational culture was positively correlated to the factors affecting organizational commitment and job satisfaction. Finally, the surveyed managers had high demands for a human relations-oriented organizational culture to enhance job satisfaction.

• Journal of dental hygiene science
• /
• v.18 no.1
• /
• pp.32-41
• /
• 2018

This study investigated the relationship between the organizational culture, organizational support, organizational health, personal health, and quality of work life of dental hygienists and analyzed the factors affecting the quality of work life in order to identify ways to improve their quality of work life. A total of 320 dental hygienists completed a self-administered survey; after excluding data from 21 respondents, 299 responses were included in the analysis. Frequency analyses, t-tests, one-way analysis of variation (ANOVA), and correlation analyses were conducted. A path analysis was also conducted to confirm the causal relationships. The findings are as follows. First, there was a significant difference in several general characteristics of the organizational culture including years in the current job and the number of dental hygienists; organizational support including age and the number of dental hygienists; organizational health including years in the current job and annual salary; and personal health including annual salary. Second, the quality of work life showed a positive correlation with organizational culture, organizational support, personal health, and organizational health in that order. Third, the results of path analysis revealed that organizational culture had a positive effect on organizational support; organizational support and personal health on organizational health; organizational support on personal health; and organizational support and organizational health on quality of work life. In addition, organizational support and organizational health had a direct effect on the quality of work life, while organizational culture, organizational support, and personal health had an indirect effect. These results indicated existence of a relationship among organizational culture, organizational support, organizational health, personal health, and quality of work life. It is necessary to identify ways to improve the quality of work life of dental hygienists.

• Korea Journal of Hospital Management
• /
• v.26 no.2
• /
• pp.43-55
• /
• 2021

Purposes: In this study, we examined the factors which silenced the organizing members and how the factors affects deprivation of employment about the organization culture, the organizational silence, and the turnover intention. Methodology: In order to research, we carry out a survey on 400 employees of small and medium hospitals. Among them, 321 questionnaires were used for actual analysis, excluding insincere respondents, non-responders or duplicate respondents. In order to verify the hypotheses in this study, we conduct the covariance Structural Equation Model(SEM). Finding: We obtained results using following hypotheses. First, ''The organization culture has an effect on the turnover intention.'' Second, ''The organization culture has an effect on the organizational silence'' Third, ''The organizational silence has a influence on the turnover intention.'' Finally, ''When the organization culture mediates the organizational silence, the adaptation relationship of the ornization effectiveness is different.'', as the key hypothesis, showed that the agreement culture, rational culture, and hierarchical culture of the organization culture type were statistically significant. The organizational silence as a parameter has the partial mediating effects(-) because it has direct and indirect effects. Practical Implications: The results of this study showed that the reason for the organizational silence of the organizing members is that the organization culture by a grade of rank is the largest and these the organizational silence affects the turnover intention.

• Journal of dental hygiene science
• /
• v.17 no.6
• /
• pp.516-522
• /
• 2017

The purpose of this study was to identify the effect of dental hygienists' perceptions of dental organizational culture and professional identity on organizational commitment. A survey was conducted with 310 dental hygienists working in dental hospitals and dental offices. If dental hygienists experience organizational cultures as having different degrees of organizational commitment, then the type of organizational culture and commitment may be important variables in understanding and reducing the turnover rate of dental hygienists and improving workplace performance. Efforts to form a healthy and positive organizational culture may therefore be necessary. The organizational culture most recognized by the dental hygienist was hierarchical culture (3.39) and the least recognized was task-orientated culture (2.71). The professional identity of the dental hygienist was 3.75 and the organizational commitment was 2.98. Correlation analysis was conducted to investigate the relationship between dental organization culture type, professional dental hygienist identity, and organizational commitment. As a result, professional identity and organizational commitment showed positive(+) correlation with innovation oriented culture and relationship oriented culture. Among the organizational culture types, relationship-orientated culture (p<0.001) and innovation-orientated culture (p=0.006) were significant influences on organizational commitment, and professional identity did not have a significant influence. The regression model was found to be statistically appropriate (F=11.857, p<0.001) and the model explaining power was 14.9%. These results suggest that efforts to create a relationship-orientated culture and an innovation-orientated culture and to reduce the hierarchical culture can be a strategy to enhance the organizational commitment and the professional identity of dental hygienists.

• Journal of Preventive Medicine and Public Health
• /
• v.32 no.3
• /
• pp.374-382
• /
• 1999

Objectives: Organizational culture has beer important in field of organizational behavior research for the past decade. Although there has been a growing interest in the organizational culture and organizational effectiveness, there is few research in health care field. This study was carried out to investigate the relationship of organizational culture and organizational effectiveness at general hospital. Methods: Data was collected by self-administrated questionares. Organizational cultures were measured by using Likert scale. A general hospital in Kyunggi-Do was selected and survey was conducted to 675 workers. Data was analyzed with computer package, PC-SPSS. Results: There were four types of organizational culture in this hospital consensual culture, developmental culture, hierarchical culture, rational culture. Many workers recognized their culture as rational culture and developmental culture. This finding showed that the hospital had both human related and task related climate. There were some differences in recognition of sub-organizational culture by occupational group, but perceived organizational culture was in accordance with sub-organizational culture in general. Multiple regression analysis and multiple logistic regression analysis were conducted to find the relationship of organizational culture and organizational effectiveness. As a result, developmental culture showed a strong relationship with organizational commitment and job-satisfaction. Conclusions: These results showed that types of organizational culture were significantly related to organizational effectiveness and understanding the existing culture is essential to develope their organizational effectiveness.

• Korea Journal of Hospital Management
• /
• v.15 no.2
• /
• pp.61-83
• /
• 2010

The purpose of this study is to analyze the effects of the introduction of 'business performance evaluation program' on the changes in organizational culture and employee commitment. The data for this study were collected three times, in 2006, 2008, and 2009 from the employees at a public hospital in Korea. The main findings of this study are as follows. 1. Organizational culture has gradually changed as the 'business performance evaluation program' was introduced and implemented. Regarding the changes in the different type of culture, we can see that group culture, developmental culture and rational culture has been stronger and, on the other hand, the introduction of 'the program' did not have as much impact on the hierarchical culture as on the other types of culture. 2. The group culture has have more impact on the organizational commitment than other types of culture. In case of the hierarchical culture, however, statistically significant relationships could not be found between the organizational commitment and the introduction of business performance evaluation program.

• Journal of Distribution Science
• /
• v.15 no.1
• /
• pp.43-49
• /
• 2017

Purpose - This study is to integrate organizational factors into UCD process. For this research purpose, we investigated the organizational factors which influence people behaviors in the context of user-centred design practice(UCP). And this study presents organizational culture, organizational learning and change management as the organizational factors. Especially, this study is to investigate how change management influences the relationship between the organizational culture/learning and UCD performance. Research design, data, and methodology - Using the survey methodology with a questionnaire, this study distributed the questionnaire to the experienced 112 practitioners of user-centred design practice in 52 Korean small and medium companies. The organizations differed in range and size from medium-scale, which is under 100 of employees, and to small-scale, which is from 100 to 500. Results - Organizational culture and organizational learning have positive effects on user-centred design practice performance as expected. And change management strengthens the positive relationship between organizational learning and user-centred design practice performance but has no effect on the relationship between organizational culture and user-centred design practice performance. Conclusions - This is the first empirical study of investigating and demonstrating some key organizational factors' relationships and UCD performance of an organization, which will support to institutionalize UCD within an organization, providing theoretical foundations.

• Journal of Korean Academy of Nursing Administration
• /
• v.10 no.1
• /
• pp.83-96
• /
• 2004

Purpose: The purpose of this research is, by investigating organizational characteristics, types of nursing organizational culture and team effectiveness in ICU, to ascertain the type of nursing organizational culture and the organizational characteristic that can improve the team effectiveness. Method: The research targeted 427 nurses from 33 ICUs of 14 general hospitals which have more than 250 beds and the data were gathered by using self-report questionnaires from April 10, 2003 to April 24, 2003. For this research, the following tools were used; the tool for measuring organizational characteristics and organizational cultures and the tool for measuring team effectiveness. Result: The most significant nursing organizational characteristic in ICU is the centralization. The organizational culture in ICU is generally rank-oriented culture. There was a significant difference (p<.01) in four types of organizational cultures; relation-oriented, innovation-oriented, rank-oriented and task-oriented. Verifying influence power of organizational cultures upon team effectiveness of ICU, relation-oriented culture had 49.2% of an influence upon team effectiveness, innovation- oriented and relation-oriented culture had 60.4% of an influence, and rank-oriented, innovation-oriented and relation-oriented culture had 61.2% of an influence. The organizational culture profiles according to the types of nursing organizational cultures in 33 ICUs were found by a cluster analysis. They were classified into five culture profiles; strong balance culture profile, weak balance culture profile, innovation-oriented and task-oriened culture profile, strong relation culture profile and strong rank culture profile(p<0.5). According to me organizational culture profiles, a significant difference of team effectivenesses(coworker satisfaction, team performance perception, team satisfaction and team commitment) was found(p<.01). The strong balance culture profile had the best team effectivenesses. Conclusion: For nursing culture management, a nursing administrator should identify the relevant nursing organizational culture at first by utilizing an innovative team-leader. After identifying the organizational culture, the administrator should make strategic plans and practices that can distinguish good organizational cultures to be expanded from ones to be sublated so that a strong balance culture can be developed.

• Journal of the Korean Dietetic Association
• /
• v.23 no.4
• /
• pp.431-452
• /
• 2017

This study was conducted to investigate the effect dietitians' perceived organizational culture has on organizational commitment at hospital foodservices. A total of 382 dietitians working at general hospitals with 500 beds or more participated in the survey from January 16 to February 8, 2017. The result of perceived organizational culture showed hierarchical culture, rational culture, development culture, and group culture scored to be 5.29, 5.25, 5.15, and 4.97 out of 7, respectively. Differences in the perception of organizational culture and organizational commitment were observed according to the general demographics of subjects, but no significant differences were shown according to the general characteristics of hospitals. For organizational commitment perception, affective commitment (5.14), normative commitment (4.41), and continuance commitment (4.21) were identified. There were differences according to age, work experience at the present job, position, and education level by type of organizational culture. In terms of organizational commitment, there were significant differences in age, work experience at the present job, employment status, and possession of clinical dietitian certificate, position by type of commitment. A positive correlation between dietitians' perceived organizational culture and organizational commitment such as overall organizational commitment, affective commitment, and normative commitment was observed (P<0.01). Group culture, development culture, and hierarchical culture positively affected overall organizational commitment (P<0.001). Development culture, group culture, and hierarchical culture had positive effects on affective commitment, whereas rational culture had a negative influence. Development culture (P<0.05), group culture (P<0.001), and hierarchical culture (P<0.01) positively influenced normative commitment. Results suggest that it is necessary to develop plans for the improvement of rational culture, group culture, and development culture at hospital foodservice organizations.