• Korea Journal of Hospital Management
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• v.17 no.1
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• pp.113-128
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• 2012

In this article, three cases of speciality hospitals, Songdo hospital, Bucheon Sejong Hospital, and Wooridul Hospital, are described and analyzed. They have shown outstanding performances and have high reputations. Success factors are drawn out from the cases: innovative founder, technological innovation, team medicine, and customer satisfaction. Implications and limitations are discussed, and suggestions for the future studies are suggested.

• Korea Journal of Hospital Management
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• v.7 no.2
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• pp.124-135
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• 2002

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.

• The Korean Journal of Health Service Management
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• v.7 no.4
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• pp.49-63
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• 2013

This study attempted to examine what effect knowledge management factors have on cooperative organizational culture regarding knowledge sharing depending on workplace types and occupations in order to seek for solution to increase efficiency and effects of knowledge management in the hospital organization. Key findings are as follows: For members of the hospital organization, the higher their recognition was in relation to 'concern and support of chief executive officer for knowledge management', and 'problem solution by specialists or superior in the organization and acquisition on the task knowledge', the more they worked as factors exerting positive effects on 'cooperative organizational culture regarding knowledge sharing'. And influence factors were different depending on workplace types and occupation.

• Korea Journal of Hospital Management
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• v.10 no.3
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• pp.25-44
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• 2005

Despite of increasing importance of management in healthcare administration and demand for the professional managers in hospitals, there have been few studies on the issues of competencies and qualifications of mid-managers for effective role performance. This article uses hospital mid-managers' judgements to discuss them in Korean hospital settings. Based on 67 questionnaires completed through the mail survey, the data were analyzed by chi-square test, t-test, ANOVA, and logistic regression. The result shows that knowledge of management skills in healthcare field is the most necessary area in general. Specifically, 'problem-solving ability' is the most important competency, followed by communication and planning capabilities. The mid-managers tend to consider the hospital employment history more important than the academic level. They also present the willingness to recruit the candidates with bachelor degrees rather than those with master or Ph.D. degrees. It is suggested that the candidate with bachelor degree and hospital employment over 6 to 10 years is the most qualified for a mid-manager in hospitals. The study results presented in the paper will provide the direction to improve the educational program and also the insights toward a advising strategy for job consultation for students majored in health service administration.

• Korea Journal of Hospital Management
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• v.15 no.2
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• pp.1-14
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• 2010

This study tried to analyze about the investment effects on the spent capital and possessed tangible assets of some hospitals during their hospital management. For this analysis purpose, this study used the financial data of 100 hospitals which presented their financial statements to an finance-information company from 2004 to 2006. The analysis was done with PEFR(Percentage of External Funds Required) and Tangible Asset. The FEPR considered the retained interior fund relating to the investment types in the hospital industry. And the Tangible Asset was related to the possession condition of facilities and equipment. The EBIT rate(Earnings before interest and tax to sales) meaning the management performance and tangible asset turnover were used as the measured variables of investment effect. As the result of data analysis, it was identified that the tangible asset like the hospitals's facilities and equipment was not an agent significantly to influence on the management performance(EBIT rate), the eventual goal of hospital management. But, it was identified that there was some differences tangible asset turnover according to each hospital's main characteristics. And at targeting the all sample hospitals, it was found that the management performance(EBIT rate) had some significant effect on the retained earnings rate, a part of source of PEFR.

• Journal of Korean Clinical Nursing Research
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• v.25 no.2
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• pp.198-207
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• 2019

Purpose: The purpose of this study was to provide data to establish an efficient manpower management plan so that the organization can identify the influence of organizational silence and professionalism on job embeddedness among nurses in hospital management. Methods: Self-report questionnaires were distributed to 150 nurses in hospital management who were working in general hospitals with less than 900 beds but more than 300 beds in the districts of Seoul and Gyunggi, Gangwon province. Of the questionnaires, 127 out of 150 copies were collected and 120 copies were used for final analysis. Seven were not considered sincere in the responses. Data were analyzed using SPSS ver. 22.0 statistic program, t-test, ANOVA, $Scheff{\acute{e}}$ test, Pearson correlation coefficients and multiple regression. Results: Organizational silence and professionalism had significant influence on job embeddedness, which explained 43.4% of job embeddedness. Conclusion: The results indicate that in order to raise job embeddedness, it is necessary to provide various programs to change communication patterns in the nurses in hospital management, and to create environments in which nurses in hospital management can present various opinions.

• Korea Journal of Hospital Management
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• v.16 no.4
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• pp.111-130
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• 2011

The purpose of this study is to find moderating effects of re-use intention by trust factors between patients satisfaction and hospital images. Survey a general hospital in Seoul was performed, and a total of 202 questionnaires has been analyzed. Result of multiple regression analysis are verified moderating effects by trust factors with hospital image and re-use intention(F=8.223**). And patient satisfaction and re-use intention are verified moderating effects by trust factors(F=4.255*). In addition, classify them into high trust group and low trust group by median split method, even if there are felt the equal level of satisfaction or image that high trust group will be re-visit the hospital better than low trust group. As a result, trust factors must consider different level from satisfaction or image, it is necessary that hospitals will be prepare to improve the trust.

• Korea Journal of Hospital Management
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• v.24 no.2
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• pp.23-37
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• 2019

The purpose of this study was to investigate the effect of fairness, culture, and service points on organizational management to maximize the ability of organizational members. The subjects of the survey were selected from major hospitals, small and medium hospitals. A total of 500 questionnaires were distributed, but 404 (80.8%) were used for the final analysis. The SPSS WIN 20 program was used to analyze the collected data. The following conclusions were obtained. First, in this study, organizational fairness did not show any general difference, and fairness was obtained with relatively high scores. In terms of improving organizational culture, size of hospital there is a statistically significant difference. the larger the organization, the more the organizational culture needs to be improved. Organizational fairness were significant differences in service encounter points and size of hospital. Second, the correlation between fairness, organizational culture improvement, service contact point and management performance showed a very positive correlation. Third, fairness has no effect on business performance. However, in this study, organizational culture improvement and service contact points are statistically significant and positive (+) influence on dependent variable management performance. Therefore, in order to improve the organizational culture of the hospital, it is necessary for the CEO to the vision, core, to discuss and make a reasonable plan. In order to actively cope with rapidly changing hospital environment, it will be necessary to positively support the of new medical market and the increase of market share.

• Korea Journal of Hospital Management
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• v.6 no.1
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• pp.18-40
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• 2001

This study purports to investigate the readiness of the university hospital employees in the knowledge-based management. Data were collected from 550 employees including administrative, nursing, and technical staff of 9 university hospitals located in Seoul and Kyunggi Province through the self-administered questionnaires. The response rate was 79% and 425 questionnaires were used as final data and analyzed using 2 test, t-test, and ANOVA. The main findings of the study are as follows. 1) It seems that most employees of the study hospitals have basic knowledge on the concept of knowledge-based management. This finding implies that the implementation of the knowledge-based management in Korean university hospitals will not likely to face strong resistance from their employees. 2) The results show that Korean hospital employees are still not so accustomed to using e-mail as the main communication tool. This finding suggests that it is necessary to use various communication tools which include electronic data interchange, teleconference, and cyber chatting for facilitating the knowledge-based management in Korean university hospitals. 3) It is desirable to appoint a chief knowledge officer(CKO) for operating knowledge-based management system effectively. 4) A reward system for employees who show a distinguished performance in the creation and sharing of new knowledge should be established. Knowledge mileage system, selection of the best knowledge employee and team will be a good example of the effective reward system. 5) The participation and support from the chief executive officers (CEO) of the hospitals is an important factor for successful knowledge-based management. Furthermore, to make physicians actively participate in the knowledge-based management is another important factor for obtaining valuable outputs from the system. 6) It is found that the knowledge and skills of the hospitals employees on the information technology (IT) are not sufficient for making knowledge-based management more popular. This implies that it is very important to select IT-oriented employees and educate them continuously on the knowledge-based management.

• Journal of the Korea Society of Computer and Information
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• v.21 no.10
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• pp.135-142
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• 2016

In this paper, we propose a plan for the introduction of a knowledge-based system proposed by the traditional computing sciences, in order to operate the computer system computerized hospital workers effectively. Hospital computational features of the operating system for this purpose, were made about the working conditions, computational difficulties of the hospital administrator. It is necessary for a knowledge management system for results-effective IT system operational review findings apply to the hospital, where a hospital computer system having features and hospitals computational workers must be resolved on the technical and environmental constraints with It became aware of the need. This study further shows that an effective hospital computer system to derive additional operating a variety of issues to consider for the base and the introduction of a knowledge management system can gradually solve the problem.