D. W. Organ(1977) published a paper about the importance of Organizational Citizenship Behavior(OCB) in an organization. Since then, the studies of OCB have been continuously increased. As recent business environment has changed with rapidity and uncertainty, OCB for the improvement performance of organization should be more emphasized. Role behaviors of organization are divided into two parts such as in-role behavior and extra-role behavior. In recent, although the researches about extra-role behavior have been studied, they are still not sufficient. This study attempted to examine relationships between organizational culture, organizational commitment and organizational citizenship behavior, Sample was 193 employee engaged in hospitals of Pusan. In this study I chose four factor(affective, conservative, task and innovative culture) of organizational culture and three factors (affective, continuous and normative commitment) of organizational commitment and five factors(altruism, conscientiousness, courtesy, civic virtue and sportsmanship) with regard to organization citizenship behavior. The major findings of the empirical research are as follows ; 1. The Causal relation of dimensions of organizational culture and dimensions of OCB. 1) Affective culture has significant impact on courtesy, civic virtue of OCB. 2) Conservative culture has no significant impact on all of OCB. 3) Task culture has significant impact on conscientiousness, civic virtue, sportsmanship of OCB. 4) Innovative culture has no significant impact on courtesy, civic virtue of OCB. 2. The Causal relation of dimensions of organizational commitment and dimensions of OCB. 1) Affective commitment has significant impact on all of OCB. 2) Continuous commitment has no significant impact on all of OCB. 3) Normative commitment has significant impact on courtesy, civic virtue of OCB. In brief, though this study has several limitations in research design and methods, the results suggest that organizational culture of hospitals and organizational comitment of hospitals shows a strong relationship to the organization citizenship behavior.

The purpose of this paper is to find the factors affecting the number of patients per physician for a day at hospital and compare them with the results of previous studies. We used data of Korean national patients survey that had been carried out by central government and local health centers from October 27th to November 11th in 1999. Descriptive analyses were performed to overview the general characteristics of our study subject. Also, we tried to find the factors affecting the number of patients per physician for a day at hospital through t test and correlation analysis. Factors affecting the number of outpatients per physician for a day at hospital are location, training type, ownership, No. of physicians, No. of beds per physician, No. of physicists per physician, No. of nursing aids per physician and No. of medical technicians per physician. While factors affecting the number of inpatients per physician for a day at hospital are location, ownership, No. of physicians, No. of beds per physician, No. of pharmacists per physician, No. of nurses per physician, No. of nursing aids per physician and No. of administrative auxiliary personnels per physician. The most correlated variable with outpatients per physician for a day at hospital is No. of medical technicians per physician while the most correlated variable with inpatients per physician for a day at hospital is No. of beds per physician. A more detailed investigation is needed for verifying factors affecting the number of patients per physician for a day at hospital and other medical institutions.

It has been 2 years since the implementation of the separation of prescription and drug dispensing policy. This study analyzes the effects of the policy on the job contents and personnel structure of hospital pharmacy. The main purposes of the analysis are to determine if the policy has causes the increase of professional activities of pharmacists in hospital and to investigate whether the hospital pharmacy is equipped with enough manpower to provide high quality pharmaceutical service as intended by the policy. The level of professionality of pharmacists' activities is measured by the number of activities of direct involvement in inpatient care such as participation in patient rounding, medication consultation, the number of hospital committee the pharmacists involved and the number of continuous education pharmacists took. The adequacy of personnel structure to provide high quality pharmaceutical care is measured by the level of compliance to the governmental standard of hospital pharmacy personnel. In order to collect the data, surveys were performed for two periods: year 1999 (before the implementation of the policy) and year 2001 (after the implementation of the policy). The results show that the pharmacists' participation in inpatient rounding decreased and that the inpatient medication history management activities, operation of ward pharmacy, participation in hospital committee increased. In personnel structure, the average number of pharmacist per hospital decreased and the number of prescription processing per pharmacist increased. Based on the results this study concludes that the professional activities of hospital pharmacists has increased a little and there were structural changes in hospital pharmacy service activities to increase the professionalism in providing care. However, the pharmacy departments were understaffed hampering the strive to increase the provision of professional pharmaceutical service in hospitals.

The hospital is characterized by it's remarkable labor industry and human resources input by unit. Recently, the administrative personnel are recognized as an important staff to provide a hospital guidance to consumer and also easiness for consumer's visit to hospital. The purpose of this study is to find the organizational effectiveness of the administrative personnel in hospitals. The survey data involved in the study was derived from 229 personnels working in 3 medium and small sized hospitals and 1 university hospital in Inchon area. The major finding are as follows; 1. The organizational efficiency in accordance with the general characteristics of subjects in order of over 31 years of age, university graduates, long-term tenure and high position is higher, whereas, in as much as wage and well trained personnels in are higher, general hospital's organizational efficiency is higher in comparison with those of university hospital. 2. The organizational efficiency in accordance with satisfaction and the psychological motive contributional factors is higher as much as the high satisfactory level in every hospitals in general. 3. The organizational efficiency in accordance with the factors of job characteristics is higher in as much as difficulty of the jobs is lesser, however there was not statically significance. In as much as job standard level is higher and the more job responsibility the higher organizational efficiency. It was obvious that the higher professional expertise as well as the training and application level are improving the organizational efficiency. 4. The organizational efficiency in accordance with the factors of structural characteristics was higher in as much as the intercommunication was smooth and the structural formalization level are higher, however there was not statically significance between the participation level of decision making and the organizational efficiency. 5. In as much as older age, management of organization and the job level are satisfied, the higher structural formalization level, the smooth intercommunication have affected as major influence factors of organizational efficiency. 6. In the university hospitals is satisfied in the management and job level of hospital organization as there are no difficult jobs while the level of hospital's organizational formality is high and the intercommunication is smooth, which are improving the organizational efficiency. In the general hospitals is also satisfied the management and job level of hospital organization and psychological motive contributional factors is higher, it was apparent that the organizational efficiency is higher in as much as the level of job standardization is high and the intercommunication is smooth. As a result of this study, in order for improving the organizational efficiency of administrative personnel in hospitals, the management and job level as well as personal relation are preferably satisfied, whereas formalization of organization, intercommunication and etc. should be satisfied, and, therefore, it is advisable to buildup discriminated organizational management and environment for different division on the basis above factors. Since this study is carried on four hospitals in Inchon area, there is a certain limit to generalize its result to all domestic hospitals, nevertheless the gallop poll was made by developing the questionnaires with reasonability and reliability. Especially. as the study was carried by analyzing the comparison of influence factors' difference of organizational efficiency in accordance with the divisional characteristics of the university and general hospitals.

The purpose of this study was to investigate user satisfaction at Defense Medical Information System as it has been utilized as a part of National Defense Information Strategies since Aug. 2000. The subjects of this study were nurse officers and army surgeons of a hospital with 1,000 beds. The results of this study are as follows; First, according to the characteristics of the subjects, there was statistically significant difference in system satisfaction, job satisfaction and information satisfaction at Military Hospital Information System. Second, according to the intention of participation, there was a statistically significant difference in user satisfaction at Military Hospital Information System. Third, according to a level of dexterity at Military Hospital Information System, there was statistically significant difference only in job satisfaction. Fourth, factors to influence system satisfaction were one's duty, using period of Military Hospital Information System, and a level of dexterity at Military Hospital Information System. Factors to influence job satisfaction were a level of dexterity at Military Hospital Information System, one's duty and intention of participation. Factors to influence information satisfaction were one's duty, a level of dexterity at Military Hospital Information System, and intention of participation. As the first study on user satisfaction at Military Hospital Information System, this study suggests the followings. First, a plan to inspire users with intention of participating in information system should be prepared. Second, it is necessary to provide policy activities for job standardization of Military Hospital Information System and legal system improvement.

This study was conducted to determine whether follow-up management is carried out continuously following CQI activity and to analyze the factors behind the success and failure of follow-up management. Past presentations from 1994-1999 of CQI coordinators and lecturers from various institutions who presented at The Korean Society of Quality Assurance in Health Care(KoSQA) on the conditions of follow-up management in each institution were analyzed. The results of this study were as follows; Since the number of subjects on CQI increased each year at symposiums, this has expanded to all medical institutions. Although medical institutions usually conduct 11-20 subjects on CQI per year, there were many such occasions where more than 31 subjects were conducted. Moreover, institutions with less than 800 beds have come up with more projects than those with more than 800 beds, thus 23.3% of these institutions had at least 1 person involved in 4 projects. This had created an overload of responsibilities for specific persons' involvement, prompting them to incline toward formalities in their work rather than substantial activities. Among the projects presented at the symposiums, 51.7% demonstrated that follow-up management could be carried out. In particular, 55.3% of the projects from provincial regions could carry out follow-up management compared to 48.8% in Seoul. Moreover, it was demonstrated that 80% of the projects from institutions with 600-799 beds carried out follow-up management most effectively. With regards to previous presentations, the older they were, it was found that follow-up management could not be effectively carried out. Some institutions that responded that follow-up management was carried out effectively in their institutions were found to have conducted follow-up management without any inspection strategies or the appropriate tools. CQI activities were executed and terminated with no consistency and team members had no real concern for it. The most important factors that contribute to an effective follow-up management are the need for concern and interest from the directors of the hospitals, from the relevant departments and team members in addition to the role of the supervising department, follow-up management through management of target goals, consistency in tasks along with communication between all team members. The biggest problems were perceived to be overload of work due to accumulation of proposed projects in addition to lack of awareness pertaining to follow-up management. CQI is beneficial for all staff for the improvement of the mind and business administration and thus it is believed to be desirable. To carry out follow-up management effectively, leadership, analysis and application of information, follow-up management and planning, as well as quality management are perceived to be essential, on the other hand, the results showed a significant difference. To prevent CQI activities from becoming just an activity, the basic system should be reconstructed and augmented based on the problems derived from the results of this study. Moreover, we hope this study will be used as reference material that would encourage the administration of follow-up management after CQI activities in most hospitals. Furthermore, various studies on follow-up management should be conducted for CQI activities in the future.

The purpose of this study is to analyze a case of unit management system introduced and operated in a university hospital. The system was designed and applied to six clinical departments and centers to help to achieve the medical revenue and profit targets. The case hospital is now in the second year of the system operation. Major findings of the study are as follows; Firstly, the leadership style of the unit manager is the most important factor in management of the unit. The transformational leadership style was more effective than the transactional one. Secondly, unit manager's managerial ability is another key factor to the success or failure in achieving the responsibility targets. Thirdly, the degree of divisionalization and responsibility should be strengthened to activate both unit managers and medical specialists.