• 한국가구학회지
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• 제18권3호
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• pp.224-233
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• 2007

What is culture-products? Culture-products contains identity of nation and region. French critic Guy Sorman says "It is natural that buying culture-products when you travel any countries" Culture-products which contains our own cultural factors will give positive image of country. The research and development of grafting grudge experience culture-products was advanced the characteristic of area-culture that necessary is prerequisite. We need to develop culture-products which mixed regional culture and characteristic. We would like to research about Baekje culture and culture-products and sales products in museum. Museum is one of the tourist's attractions and great place to express regional factors. The culture-products are specially limited in the products which reflects a Baekje culture with Muryeong's tomb in Gong-ju and Baekje incense burner in Bu-Yeo it advanced. We hope that this research could help to understand market of culture-products and development.

• 복식문화연구
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• 제24권2호
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• pp.198-217
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• 2016

This study analyzed the effects of organizational culture on psychological empowerment and organization efficiency, and the effects of psychological empowerment on organization efficiency in fashion companies. In addition, this study analyzed the differences between organizational culture, psychological empowerment and organization efficiency across demographic characteristics. The survey was conducted among employees of fashion companies, and 320 responses were used in the data analysis. As a result, the group culture and innovative culture in fashion companies positively influenced the competence and meaning of psychological empowerment. An innovative culture and rational culture positively influenced the self-determination, and the group culture and rational culture positively influenced the impact of psychological empowerment. The group culture, innovative culture, and rational culture of fashion companies positively influenced job satisfaction, and the group culture, innovative culture, and hierarchical culture positively influenced job commitment. The group culture and innovative culture negatively influenced the turnover intention, but the hierarchical culture positively influenced the turnover intention. In addition, the psychological empowerment (competence, self-determination, impact, and meaning) positively influenced job satisfaction, and the competence, self-determination, and impact positively influenced job commitment. Competence negatively influenced the turnover intention, but the impact positively influenced the turnover intention. There was a difference in the group culture and turnover intention by ages, as well as a difference in the hierarchical culture and self-determination by work departments. The results of this study will be helpful for the establishment of the management and business strategies in fashion companies.

• 간호행정학회지
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• 제10권1호
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• pp.83-96
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• 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.

• 가족자원경영과 정책
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• 제21권3호
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• pp.1-21
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• 2017

The purpose of this study was to investigate the effect of organizational culture on professionalism. A survey was conducted with 254 family health specialists from July 30th to September 30th in 2013. The results of this study can be summarized as follows; First, three professionalism factors of healthy family specialists were verified -business administration ability, and general administration ability- and five organizational culture factors of the Family Welfare Organization were verified-group culture, development culture, rational culture, sequence culture, and regulation culture. Second, the professionalism scores for healthy family specialists were 3.41 for business practice ability, 3.43 for business administration ability, and 3.18 for general administration. The organizational culture scores for the family welfare organization were 4.08 for group culture, 3.80 for development culture, 3.67 for rational culture, 3.50 for regulation culture,and 3.06 for sequence culture. Third, Rational culture, age, gender, and education level all affected to business practice ability. Position and education level both affected to business administration ability. Monthly income, gender, and education level all affected to general administration ability. This study showed the need for increased management of organizational culture to improve the professionalism of healthy family specialists.

• International Journal of Internet, Broadcasting and Communication
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• 제13권1호
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• pp.123-133
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• 2021

We study confirmed the factors influencing the organizational culture(collective culture, development culture, rational culture, hierarchical culture) perceived by members of the organization and the manager's authentic leadership(self-awareness, balanced information processing, relational transparency, internalized moral perspective) on job crafting. In addition, the relationship between organizational culture and authentic leadership was empirically analyzed. In order to verify the hypothesis of the research model, the survey results of 269 parts were verified as follows using the statistical program of SPSS 24.0. First, the organizational cultures perceived by members of the organization, development culture and rational culture, showed positive (+) influence on job crafting. In other words, Hypothesis 1 established by the research model was partially adopted. Second, the group culture, development culture, and rational culture of organizational culture were statistically significant in the relationship between the hypothesis 2 organizational culture and authentic leadership. In other words, Hypothesis 2 was partially adopted. Third, the three hypotheses of authentic leadership (self-awareness, balanced information processing, relational transparency, and an internalized moral perspective) all showed positive (+) effects on job crafting. As a result of this study, it was possible to confirm the importance of the organizational culture that improves the job-crafting of the members of the organization and the strategic activation plan for authentic leadership. Therefore, the necessity of strategic human resource development for the development and application of programs to revitalize organizational culture and improve the manager's authentic leadership has emerged.

• Journal of Preventive Medicine and Public Health
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• 제32권3호
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• pp.374-382
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• 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.

• 동아시아경상학회지
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• 제3권4호
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• pp.17-20
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• 2015

The Spiritual culture education is not only the nucleus of campus culture but also the ultimate aim of the construct ion of campus culture. Currently the construction of campus culture is understood and implemented in the view of pragmatism and utilitarian, but the value- oriented role of college spirit is belittled, which leads to the absence of specific purpose and direction. If universities and colleges want to remain invincible, they must attach the importance to the spirit culture, the systematic culture, the material culture and the behavioral culture, and in all, the college spirit. Based on the current ideological educational situation of women's vocational colleges, a research has been conducted on how to play the educational functions of campus culture, seeking for the integration of campus culture and spiritual culture and, achieving talents cultivation objectives on the campus. This paper analyses and compares the influencing factors in Spiritual culture education between China and Korea women university from the following parts: The campus environment, campus material, campus system, campus behavior and diversified thinking challenge. Backed with the findings of the research, it offers some suggestions on the developing ideas and models of characteristic campus culture construction for women's colleges between China and Korea.

• 한국안전학회지
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• 제30권4호
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• pp.174-180
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• 2015

This study developed a Safety Culture Impact Assessment Model (SCIAM) which consists of a safety culture assessment methodology and a safety culture impact quantification methodology. The SCIAM uses safety culture impact index (SCII) to monitor the status of safety culture of the NPPs periodically and it uses relative core damage frequency (RCDF) to present the impact of safety culture on the safety of the NPPs. As a result of applying SCIAM to the reference plant (Kori 3), the standard for the healthy safety culture of the reference plant is suggested. SCIAM might contribute to improve the safety of the NPPs (Nuclear Power Plants) by monitoring the status of safety culture periodically and presenting the standard of healthy safety culture.

• 한국압력기기공학회 논문집
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• 제10권1호
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• pp.25-30
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• 2014

Korea Hydro & Nuclear Power Co.,LTD(KHNP) was strongly interested in promotion of employee's Safety Culture because it is needed to change the recognition of Safety Culture after the Fukushima accident and Kori-1 blackout event. So, KHNP developed the KHNP Safety Culture Definition, Principles and Attributes and shared them with all employees. By using them, Safety Culture Assessment for a site plant employees was carried out. Through the pilot Safety Culture Assessment in 2012, In 2013, it was expanded to 6 plants and various improvements had been obtained from that. KHNP has been developing a variety of training materials, Safety Culture posters, videos which was designed to give lessons about safety culture with a variety of event cases. And keep trying to form Safety Culture Circumstances In this study, statistic methods are used to verify the effectiveness of KHNP Safety Culture Principles and Safety Culture Assessment.

• 보건행정학회지
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• 제17권1호
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• pp.28-49
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• 2007

Organizational culture has been, by and large, regarded as one of the most significant factors to manage organizations. Especially the understanding of empowerment is pivotal, leading to explain organizational cultures. For hospital workers whose services are closely related to quality and performance of their hospitals, empowerment is now called upon more than ever before. This study is intended to investigate the relationship between organizational culture types and hospital workers' empowerment levels. The data were collected from 589 hospital workers at one university hospital and two general hospitals using the self reported questionnaire from Jan.9 to Jan.20 in 2004. The findings were as follows: 1. Empowerment levels were significantly different among the four organizational culture types. Developmental culture group showed the highest empowerment score(3.74), and next were group culture(3.64), rational culture(3.62), and hierarchial culture(3.46). 2. There was a significantly positive correlation between group culture and empowerment(r=.298, p<.000), between developmental culture and empowerment(r=.295, p<.000). But there was not a significantly correlation between hierarchial culture, and between rational culture. 3. According to the multiple regression analysis, self-esteem(${\beta}$=.417, p<.001), position (${\beta}$=-.190, p<.001), self-control(${\beta}$=.185, p<.001), and age(${\beta}$=.169, p<.01) were significant among general properties for organizational empowerment. As for organizational cultures, developmental culture(${\beta}$=.165, p<.001), group culture(${\beta}$=.099, p<.01), and rational culture (${\beta}$=.063, p<.05) were significant other than hierarchial culture. In conclusion, it is necessary to promote group culture and developmental culture to enhance hospital worker's empowerment level, and this article elucidates that understanding the organizational culture embedded in each organization is important for efficient management of organization.