• 한국병원경영학회지
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• 제21권3호
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• pp.37-52
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• 2016

The purpose of this study was to analyze the job of Head hospital coordinators based on the DACUM(Developing A Curriculum) method. The contents of this study were to extract the duties, tasks and performance standards consisting of the job of a Head hospital coordinator and to investigate levels of importance, difficulties, frequency and entry level on each task, and to make out a job model of Head hospital coordinators. A DACUM committee(seven members) was composed to analyze the job of Head hospital coordinators and the committee members were totally nine : a facilitator, seven Head hospital coordinators and a recorder. This study was conducted in Seoul and Gyeonggi Province from August to December, 2015. The major findings of this study were as follows; first, a Head hospital coordinator is defined to be an expert to create values and culture of a hospital, plan and manage hospital's efficient management methods to maximize customer satisfaction and improve the management of a hospital. Second, the job of Head hospital coordinators was categorized into total nine duties and sixty eight tasks. Third, duties in the job of Head hospital coordinators were classified into organization of medical management planning, medical management analysis, medical service quality management, hospital marketing, hospital customer management, hospital human resource management, hospital organization management, hospital financial management and self development.

• 한국병원경영학회지
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• 제13권3호
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• pp.94-113
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• 2008

The purpose of this study to develop the Hospital Management Award(HMA) programme which would be a basic information for advancing hospital industry in Korea. HMA programme in the study are designed with general census building method of researchers and with the data of professions opinion which was survey with structured questionnaire Major results of this study are as follows. First, Hospital Management Award(HMA) programme is perceived very necessary and useful for advancing hospital industry of Korea (positive response rate: 93.0%). Second, Criteria, Classification of hospitals may be the function, size and ownership of hospital. Third Evaluating area of hospital management, examining method and evaluation marking points are designed on the basis of hospital management information system. Forth, this study suggests same strategies for execution of the programme. On the basis of the study results this study suggests that Hospital Management Award(HMA) programme would rather actualized in advance by formal institute and/or association. And some in depth studies are required mainly for development of the action plan of HMA programme.

• 한국병원경영학회지
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• 제12권1호
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• pp.100-127
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• 2007

The purpose of this study is to reform the productive industrial relations in hospital. Because the industrial relations of hospital is antagonistic each other and this problem cause a low productivity. In Korea, hospitals maintain their ownership structure, strategy is controlled by government, short process of management, and culture of grade. The executive of hospital doesn't gain the confidence of union. This circumstances is related with the antagonistic industrial relations. This research is to analyze hospital management system through experiential and literature study, and is to present a reform strategies for cooperative industrial relations of improving productivity in hospital. As a results, if the hospital manager hopes to improve productivity, they should introduce expert management system rather than ownership and management system. And it is need to execute the hospital initiative strategy rather than to depend on the government. Moreover, the hospital can achieve productive industrial relations as a middle-long term visions in management process and horizontal organization culture. Although this study is limited by literature research, it will contribute to settle productive industrial relations in hospital and to accomplish the additional study.

• 보건행정학회지
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• 제1권1호
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• pp.153-160
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• 1991

Hospital Management, as a branch of science, is now in a formative period in Korea. Proper understanding on the scienctific nature and issues of the subject, therefore, is important for both its developement and education of the students. As an academic subject, Hospital Management can be pointed out to have three characteristics, Firstly, when looking it in teleological viewpoint, it is a branch of health science. Ultimate goal of the hospital lies in promoting and keeping health of the people residing in the catchment area in which it places, Secondly, in terms of its contents, Hospital Management can be divided into tow subsubjects ; hospital administrative management and hospital business management. The former stands at the point of looking the hospital as the object of goverment administration, while the latter as the subject of organizational operation. Flanlly, Hospital Management, in its academic appoach, is a science that adopts management theories, what is called, traditional and/or modern. For the settlement and development of the Hospital Management, four major issues were suggested for discussion now and in the future. They include ; (1) boundary between Hospital Management and its related academic fields (2) subdivision of the subject and its contents, (3) activation of study, theortical and empirical, and (4) distinction of the level of lecture among lecfnical, four-year and gradudate courses.

• 보건행정학회지
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• 제21권2호
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• pp.263-278
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• 2011

As the competition among hospitals become intensified, hospital management is required to carry out more effective marketing and positioning of the hospital. Successful positioning of a hospital requires the knowledge about how the concrete attributes inherent in the medical service associated with the customer values that customers seek eventually in the medical service. Thus, it is required for hospital management to understand which hospital attributes should be emphasized in order to improve the customer values. The hierarchical structure of service attributes can provide valuable information about effective positioning and advertising. To obtain such knowledge, we employed the order analysis technique as an objective means-end chain method. Order analysis is useful for identifying the causal structure among attributes. Thus, we can examine the underlying causal relationship and eventually the vertical structure of hospital selection attributes. For this study, we conducted a survey to obtain 370 responses for the analysis. The result suggests that hospital management had better increase the scale of hospital, improve the services of health care providers, and modernize the hospital facilities and equipments so as to enhance customer values and eventually to lead them to recommend the hospital to others. Our findings would provide the valuable information for hospital management to develop the more effective hospital positioning and marketing strategies.

• The Korean Journal of Pain
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• 제37권2호
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• pp.178-181
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• 2024

• 보건의료산업학회지
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• 제13권3호
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• pp.1-12
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• 2019

Objectives: The purpose of this study was to provide hospital management diagnosis status and basic data required for the future development of hospital management diagnosis program. Methods: We conducted a questionnaire survey on administrative staff of manager level or over of medical institutions in B metropolitan city. Results: As a result of analyzing the relative influence of the needs by hospital management diagnosis indicator, the effect of financial analysis indicator, patient treatment record indicator and medical revenues indicator were high in the medical institutions with number of beds of 100 beds or over and general hospital level or over both on a hospital level and on an individual level. Conclusions: Since the existing laws or systems are centered on large major hospitals, the management environment is very unfavorable for small and medium hospitals as can be seen from the results of this study. Therefore, the government should improve the transparency and rationality of the hospital management environment in Korea through regulation and system reforms that can be applied to all medical institutions.

• 한국병원경영학회지
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• 제16권1호
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• pp.124-141
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• 2011

The purpose of this study was to analyze of hospital administrator based on the DACUM(Developing A Curriculum) method. The contents of this study were to extract the duties, tasks consisting of job of hospital administrator and to investigate levels of importance, difficulty, frequency and entry level on each task, and to make out a job model of hospital administrator. A DACUM committee was composed to analyze job of hospital administrator and the committee members were total 9, a facilitator, 7 hospital administrator and a recorder. The major findings of this study were as the followings; first, duties in job of hospital administrator were total 13, which were organization of hospital administration affairs, health insurance review & assessment, general affairs, personnel management, hospital planning & management, medical quality improvement, hospital financial affairs, logistics management, facilities management, computerized system management, education & study supports, medical staffs' perceptions of service quality both directly and indirectly through their perceptions of patient orientation. These findings implied that HPWS would be a way of survival in drastically changing hospital environments.

• 대한영양사협회학술지
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• 제18권4호
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• pp.326-343
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• 2012

This study has attempted to collect actual spot's opinions and analyze importance-performance of indicators for the evaluation of hospital nutrition department. The results of this research were as follows: first, the average score of self-estimated performance was 3.75 based on a 5-point scale. The degrees of importance of hospital foodservice and nutrition department management were in the range of 3.71~4.85 out of 5.0 and the mean importance degree score was 4.37. Second, the average score of self-estimated performance in each category was significantly higher in the case of general special hospital compared to general hospital. Especially average performance score of nutrition management in the general special hospital was higher than that of general hospital (P<0.001). The average performance score of the hospital with more beds was significantly higher than that with less beds. Contract managed hospital's score was significantly higher than that of self-operated hospital in two categories, "facilities management" and "nutrition management" (P<0.05, P<0.01). In foodservice and nutrition management of task-separated hospitals, the average performance scores were significantly higher than those of not-separated hospitals (P<0.01, P<0.001). Third, according to the importance-performance analysis of recognition about indicators for the hospital nutrition department's operations evaluation, 'foodservice facilities management' and 'foodservice sanitation management' were in 'doing great', 'nutritional management' and 'operational management' were in 'low priority', and 'other foodservice management' was in 'overdone'. In conclusion, there's a need for institutional specific standards of sanitation for Korean hospital foodservice.

• 경영과정보연구
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• 제23권
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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.