• Proceedings of the Korean Institute of Interior Design Conference
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• 2007.05a
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• pp.216-221
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• 2007

This study is about an architectural change for traditional hospitals to meet the challenges of the rapidly changing general hospital through a case study on specialized centers in Korea. Rapidly changed social facts are made new paradigm which is not functional organization but patient centered. It makes many changes from traditional hospital to specialized center, such as disease based care organization, cancer center. The purpose of this study is to find architectural design guidelines for general hospitals which are struggling to change from to functionally organized hospital to the new disease and organ based care center that are patient focused. In order to find applicable design guidelines, analyze general hospital's organizational features and their factors.

• Management & Information Systems Review
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• v.23
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• pp.75-97
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• 2007

In the meantime hospital system of Korea has institutionally performed its errand in stable circumstance, however the system now faces with new environment of change of customer's satisfaction, of regime, deepening of competition, and opening market. Under the rapidly and complicatedly changing circumstance, the hospital system is required to promote getting a dominant position in the competition, enhancing outcome, creating value added, and customer satisfaction in both internally and externally likewise other organizations, as they continuously introduce a knowledge management and originate, accumulate, and put the knowledge to practical use. This organization capacity of knowledge management involves a process of management that requires great change of all organizations and individuals and it is brought up through four steps which are Initiation, Propagation, Integration, and Networking. The main factors of successful knowledge management are intension of the chief executive officer(CEO), organizational culture, appraisal and compensation of work, knowledge controlling system, and organizational structure, and each of these five stage has got different characteristic. To be successful by introducing knowledge management, hospital organization should be based on these premises. Not only CEO or the director of a hospital, but also the constituent members should be fully aware of knowledge, the characteristic of knowledge management, and successful factors of this operation. Should understand step-by-step characteristic of knowledge management, therefore able to analyse a situation of specific hospital and see which step corresponds to that hospital. By analysing, constituents should make up for the weak points and ready to move on to next step. CEO or the director of a hospital should be aware of knowledge management as a strategic factor which is able to get a dominant position in the rapidly changing environment, and also it should be firm in the director's intention to introduce the knowledge management into the hospital. By continuously carrying out education and training constituent members, the director of a hospital should promote their interest and participation in knowledge management, and build an organization culture that ultimately creates, accumulates, shares, and put the knowledge to practical use. The hospital organization needs to systematize an institution of objective compensation that corresponds to objective appraisal of knowledge management outcome. The hospital ought to build knowledge controlling system in stages, in order to take the initiative in rapidly changing environment. By considering the characteristic of hospital system, it is required to change the organizational structure into self-managing team which is a sort of horizontal structure that allows members to make decisions and take the responsibility by themselves. The limitation of this study is experimental study. Positive investigation about successful factors of hospital knowledge management and characteristic of each steps is expected with following study.

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

• Korea Journal of Hospital Management
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• v.28 no.3
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• pp.68-86
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• 2023

Purpose: The purpose of this study is to explore the relationship between corporate entrepreneurship and organizational effectiveness among employees of medical institutions. In addition, we aim to investigate the mediating effect of motivation to participate in the In-house Innovation & Start-up Contest and the moderating effect of support from a dedicated organization. Methodology/Approach: A survey was conducted on participants in the 3rd in-house contest held in 2023 at Granum Sinapis Center of Seoul St. Mary's Hospital. A total of 122 people responded to the survey. The collected data were analyzed PLS-SEM(Partial Least Squares-Structural Equation Model) using SmartPLS 4.0 program. Findings: First, 'Corporate entrepreneurship' had an effect on 'Participation motivation in in-house contest'. Second, 'Corporate entrepreneurship' had an effect on 'Organizational Effectiveness'. Third, 'Participation motivation in in-house contest' mediated the relationship between 'Corporate entrepreneurship' and 'Organizational Effectiveness'. And last, 'Support from a dedicated organization' had no moderating effect on the relationship between 'Corporate entrepreneurship' and 'Organizational Effectiveness'. Practical Implications: Since the dedicated organization is in the early stages of operation, there may be no moderating effect on organizational effectiveness. If follow-up research is conducted after the dedicated organization's system has been supplemented, the moderating effect may appear differently.

• Management & Information Systems Review
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• v.19
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• pp.105-128
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• 2006

In accomplishing the objectives of the hospital organizations effectively the good results of hospital information systems depends upon the usefulness and forms of informations provided by them under certain conditions. This study is aimed at examining how much hospital information systems are influenced by the characteristics of organizations and information systems. The results are as follows. 1. In the viewpoint of variations of organization characteristics, the support of chief executive group, the participation of users, education and training has good effects on satisfaction rates of users and system utilization rates as evaluation instruments of results of hospital information systems. 2. In the viewpoint of information system characteristics, the nearness of information sources, the scopes and qualities of informations has good effects on satisfaction rates of users and system utilization rates as evaluation instruments of results of hospital information systems. Accordingly interests and supports of chief hospital executives are required in order to heighten the results of hospital information systems, and there must be participations of organization members in their construction and performance. Also there must be training and education of members in the hospital affairs in using them. In such a condition of hospital organizations the good results of hospital information systems will be produced. The above concluded things must be taken into consideration importantly in their introduction and development.

• The Korean Journal of Health Service Management
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• v.10 no.2
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• pp.1-14
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• 2016

Objectives : The aim of this study is to understand the antecedents of trust with regard to organization and interpersonal trust among the employees of a hospital organization. Methods : Data were collected from 942 employees who work at ten hospitals of Seoul in other cities in Korea. Collected data were analyzed using SPSS Ver. 18.0 and AMOS Ver. 18.0 and by a frequency analysis, t-test, ANOVA, and regression analysis. Results : The main finding here was that the trust of hospital employees is significantly affected by fairness, consideration, morality, competence, and social responsibility. Conclusions : This result implies that hospital administrators should endeavor to improve the level of trust of among the employees of their organization and in therir coworkers through a fair reward system, an ethical management philosophy, by instilling a high competency level compared to other hospitals, and by ensuring high levels of social responsibility.

• Journal of Korean Academy of Nursing Administration
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• v.19 no.3
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• pp.361-371
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• 2013

Purpose: This study was done to investigate the factors affecting organizational commitment and turnover intention of hospital nurses. Empirical analysis on the mediating effect of the person-environment fit of organizational commitment and turnover intention and factors affecting this relationship were also examined. Methods: Participants were nurses working in 4 university hospitals in Seoul or Busan. Data were collected between July 27 and Aug. 10, 2012 and for the final analysis, 393 data sets were used. The fitness of models were tested using AMOS 19.0. Results: The fitness of the modified model showed high compatibility with the empirical data. In the modified model, organizational climate, professional self-concepts and person-organization fit were found to have significant effects on hospital nurses' organizational commitment. Professional self-concepts, personality, person-organization fit and person-job fit significantly affected hospital nurses' turnover intention. There was the mediating effect of person-organization fit between organizational commitment and turnover intention and factors affecting the relationship. But person-job fit was not found to have a mediating effect. Organizational commitment accounted for 49.8% and turnover intention for 39.9% of covariance in these factors. Conclusion: Nursing strategy for enhancing professional self-concepts and person-organizational fit should be planned by nursing managers.

• Journal of the Korean Society of Radiology
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• v.81 no.4
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• pp.852-862
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• 2020

Interventional radiology (IR) embolization requires image guidance to steer catheters to the site of bleeding, where embolic agents such as Gelfoam or coils are administered to stem blood flow. In addition to treating iatrogenic trauma, embolization is suitable for injuries precluding surgery such as blush-bleeding of the liver or kidney and for locating and treating intimal blood vessel tears. However, during hospital off-hours (such as nights and holidays), experienced IR personnel are not always available. In such situations, there is a dire need to build a coordinated IR team to treat seriously injured patients rapidly and reliably. This article reviews the current principles and techniques used in IR such as virtual fluoroscopy and their usefulness, and makes a convincing case for emergency IR.

• Korea Journal of Hospital Management
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• v.9 no.2
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• pp.1-22
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• 2004

This study was designed to suggest a learning organization in a medical center by examining the factors to influence effectiveness of the learning organization. We collected the data of 586 persons who participated once or more times in the learning organization managed from 2000 to 2002 by Y Medical Center located in Seoul, and included the data of 285 persons in the final analysis. The results of the study are summarized as follows. First, as the results of examining the regression coefficients to predict the effectiveness of and satisfaction with the learning organization through the learning level, learning method and learning organization constructing level as the general variables, the important influential factors were shown as follows: 1)knowledge creation, knowledge storing, private learning, organizational learning, and learning organization construction of occupational and human levels as the factors to predict the working competency; 2) learning organization construction of the human level as the factors to assume the duty satisfaction; 3) gender, working years, private learning, team learning and organizational construction level for the prediction of the organizational commitment; and 4) medical technical service, knowledge creation, organization learning, and constructing level of the environmental and human levels for the assumption of the satisfaction with experience in the learning organization. Based on the study results of the effects in managing the learning organization, we can conclude the followings. First, the members who are in various working positions and occupations need to continuously participate in the learning organization. Second, to raise the organizational outcome from the management of the learning organization, it is necessary to establish systematic concepts in the constituents of the organizational effectiveness such as working competency improvement, duty satisfaction and organizational commitment, and the experience satisfaction of the learning organization. Finally, the future of the organization depends on the learning competencies of the organization members. To continuously exist and develop the organization, the private learning of the organizational members should be constantly spread and shared over the organizational level, and the usual innovations such as repetitive and habitual organizational learning should be generally tried out throughout the whole field of the management.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.12
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• pp.539-547
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• 2017

This paper reports the results of descriptive research aimed at determining the effects of the administrative hospital staff members' organization-based self-esteem and work engagement on their organizational citizenship behaviors. The participants of the study were 200 administrative staff members of general hospitals, each with 200 beds or more, located in B city. Data were collected from March 15 to 30, 2017, and analyzed statistically using a t-test, ANOVA, Pearson's correlation coefficient, and multiple regression analysis. The findings of this study can be summarized as follows. The organizational citizenship behaviors differed significantly according to whether they had an experience of turnover (t=-4.260, p=.000) and how long they had served at their present work (t=3.297, p=.039). In addition, the organizational citizenship behaviors had strong positive correlations with the organization-based self-esteem (r=.454, p=<.000) and work engagement (r=.595, p<.000). In addition, the factor that explained the organizational citizenship behaviors most significantly was work engagement, followed by organization-based self-esteem and the period of service at the present work. All three factors accounted for 41% of those behaviors. These findings suggest that the hospital should perform internal marketing or improve its welfare system to make administrative staff members raise their self-esteem based on their organization. Moreover, the hospital should form an organizational culture of its own, in which administrative staff members feel the importance of their job, enjoy it and are given autonomy in job performance, ultimately contributing to the development of hospital management.