• The Korean Nurse
• /
• v.29 no.5
• /
• pp.46-53
• /
• 1991

In the past, management had been done over nurses rather than nursing and this brought the existence of general manager and as a result, nurse-manager's position and role are being threatend. For the up-bringing of nursing to firm professional recognition in the 21st century, it is firmly believed that nursing managers are to be in the position to play the role of general manager with professional qualifications; personal qualities and exact understandings on the role and function of each tier group under her/his management. 124 top(3 nursing superintendents), middle-range(23 supervisors) and unit managers(98 head-nurses) from 3 university hospitals in Seoul were interviewed in order to investigate their belief in the role, professional qualifications, personal qualities as well as the strategy for the development of their leadership qualities. The frame of reference for the interview were developed by the researcher in reference to relevant literatures. It was the common belief that qualifications o[ top-managers and mid-managers require an educational background of master's preparation or higher and clinical career for at least 15 years for top-managers and 5 -10 years for mid-managers. The personal qualities required by nurse managers include; leadership, initiative, judgement, self-confidence, flexibility, open-mindedness and strong motivation. Achievment-orientedness would greatly help them become excellent managers. On the other hand, [or more effective management, managers of each teir group are to fully understand their role and perform "their job responsibilities ie. Top managers are supposed to study with emphasis on organization, function and conceptual s~ill while mid-managers concentrate their effort on the development of skills for direction, guidance and human relationship. Unit managers also supposed to have abilities to manage their function with emphasis on development of clinical performance skill, for direction on operative aspects. The strategies for the development of leadership qualities include program-planning at individual instutional level as well as local, national and international level. Nurse-managers are to be motivated and encouraged to participate in the programs in order to effectively communicate within tier groups.oups.

• Journal of Information Technology Services
• /
• v.20 no.3
• /
• pp.27-40
• /
• 2021

There have been a series of mixed reviews on the 'untact work' which was implemented for the safety of the organizational members from Covid-19. This study reports a follow-up study with a quantitative approach to issues identified by in-depth interviews with workers and managers who have experiences in work from home. To compare the views of workers and managers on untact work, 264 workers and 141 managers were surveyed. An analysis of agreement, congruency, and accuracy on the basis of the co-orientation model shows that workers are more positive about the untact work than managers and that managers are found to have a negative perception on untact work. This seems to be a burden on workers. More specifically, managers and workers show significant perception gaps on the issues of unfair evaluation and work-life balance. The results imply that organizations need to make efforts to minimize the perception gaps between workers and managers. This would bring about benefits from untact work.

• The Journal of Asian Finance, Economics and Business
• /
• v.9 no.6
• /
• pp.175-181
• /
• 2022

Malmendier and Tate (2005) and Aktas et al. (2019) suggested that overconfident managers will invest if they have sufficient internal funds. Still, they will save internal funds instead of reducing investment if they have insufficient internal funds because they perceive more substantial financial constraints than other managers. This study examines whether overconfident managers will not invest when the financial crisis makes it difficult to raise external funds. In particular, during the financial crisis in Japan, banks simultaneously provided active monitoring and financing to firms with strong relationships with banks. Therefore, this study can also examine the relationship between overconfident managers and bank behavior by focusing on Japanese firms. This study examines whether overconfident managers increase their investment in firms with strong relationships with banks during the financial crisis. The results of this study showed that overconfident managers, especially their firms with strong relationships with banks, reduce investments more than other managers during the financial crisis. This study suggests that Japanese banks reduced financial constraints and exerted strong corporate governance on Japanese firms during the financial crisis.

• The Korean Nurse
• /
• v.37 no.1
• /
• pp.107-115
• /
• 1998

There is an important concern regarding the First-line nurse manager's leadership because of the recognition that effectiveness of Leadership in this position results in benefits for the whole health care organization. So knowledge and practice of effective leadership behavior are now more essential to nursing than ever before. First-line Nurse Managers must be effective leaders to meet today's challenge because staff nurse, patient are affected by them. So the purpose of this study was to identify and to analyse the need for Leadership program of First-Line nurse managers in university hospitals. There were three major purposes of this study. First, identify First-line nurse managers general characteristic, second, identify their experience of leadership training, third, identify and analysis their demands for leadership training program. The subjects for this study was 167 First-line nurse manager randomly from 18 university hospitals in Korea. The data were collected through questionnaires from Oct. 13th to Nov. 20th, 1997, data was analysed using frequencies and percentages. Especially the steps of analysis of descriptions were as follows: Initial analysis centered on the identification of the demands of first-line nurse managers. Later analysis collapsed the demands into broad categories. From the collect data, 283 demands of first-line nurse managers were identified. These demands were then sorted into 3 broad categories that included : Self development as first-line nurse managers, relationship with others, and practice. The result of the study were as follows ; 1) Most of nurse managers(79.6%) had leadership training course and had good experience to improve self leadership. 2) Their demands of leadership training course are as follows First, for self as first-line nurse managers, they want to learn leadership theory, identify their leadership style and then develop their leadership skill. Second, for others as first-line nurse managers, they want to improve their communication skill, empowering others, relationship with others. Third, for patients as first-line nurse managers, improve their knowledge of practice. From the above finding, this study can be suggested the following; 1. Develope a leadership training course to improve first- line nurse manager's leadership skill according to their demands, so they will be better able to lead staff nurses for organization purposes. 2. When develope leadership training program, it must be contained the factors which first-line nurse managers want to learn.

• Korean Journal of Childcare and Education
• /
• v.18 no.2
• /
• pp.57-84
• /
• 2022

Objective: The purpose of this study is to examine the perceptions of early childhood educators about the role of middle managers in daycare centers. Methods: A survey was conducted with 254 educators including directors, middle managers, and teachers working at daycare centers located in Jeonbuk. An interview was then conducted with 18 educators working at six different centers. IPA for the survey and thematic analysis were performed for the interview contents. Results: The results show that all the participants perceived that communication among managers, daycare staff, and related organizations should be improved most urgently; in the interview, middle managers as a solver of the uncomfortable relationship between directors and teachers and as a linker between generations were emphasized. Also, the directors and middle managers recognized that the skills to have as middle managers needed to be improved most urgently, and the teachers recognized nothing needed to be improved urgently. Different emphasis for the need of supports for environment and systems was made in the interview by each position. Conclusion/Implications: The study discussed the necessity of the official position of middle managers in a daycare center to promote the professionalism of early childhood educators.

• Journal of Korean Academy of Nursing Administration
• /
• v.6 no.3
• /
• pp.333-345
• /
• 2000

The health care environment becomes more competitive every day. It has fallen to nurse managers - from vice presidents of patient care to nurse managers and their assistants - to recruit and develop a workforce that successfully meets the needs of both patients and the organization. This means employees who demonstrate advanced critical thinking skills, creative problem solving, and sound decision making skills combined with clinical skills and patient advocacy. The environment which nurse managers create and the way they relate to their workforce, are pivotal to organizational viability. Especially leadership of first -line nurse managers contributes to the success of their organizations. First-line nurse managers are deserved to be one of the most administrative supervisors through the middle stratum in a hospital organization as being a manager in the field service if assessed from the overall aspects of hospital, as being an interim managers in the nursing department as well as being a supreme supervisor in a unit in terms of an organizational structure in the hospital. Similarly, as a compete leader, the first-line nurse managers have not only a professional which is qualified to perform a role of appropriate coordination with medical staff and key personnel but also hold an important key position a being responsible for performing his or her given role. The first-line nurse manager is expected to manage human and fiscal resources in ways not required before. While an identified need for well-prepared first-line nurse manager continues to plague the profession, first-line nurse managers often have difficulty providing the leadership required. The need leadership training to function effectively in their positions. But we hardly find a useful leadership training program for first-line nurse managers, therefore the purpose of this study was to developed the leadership training program for them. The steps of leadership program development were below: 1st step, 2 studies were done before develop a leadership program. One was done to ask to first-line nurse managers what they want to learn through leadership training, the other one was to ask the staff nurses what their opinions are for their first-line nurse managers leadership. 2nd step was searching other leadership programs contents. The results of this study were below: The total amount of hours is 24. Leadership training program contents are : Future of nursing profession (210min), understanding basic factor's of leadership and leadership theories(310 min), self understanding as first- line nurse managers(320 min), basic principle and practice of interpersonal relationship(210 min), assertiveness training, conflict management (180min), and group study(210min). This is challenging time to be a leader, especially in nursing. As nurse managers look toward the new millennium, it seems as through the same struggles are ahead that are behind. So nurse managers need to embrace change with a positive attitude. They need to demonstrate risk taking and support it in their staffs. All these things are possible that after they participate the leadership training program.

• Journal of East Asia Management
• /
• v.1 no.1
• /
• pp.1-27
• /
• 2020

Military experience has a great impact on a soldier ability to handle risks. Therefore, when those soldiers become managers, they may behave differently in making risky corporate decisions, especially in activities like the R&D investment. However, studies on how military experience affect R&D have been largely missing in the largest emerging economy, i.e. China, despite that the country hires a higher percentage of military managers than the US. In addition, it remains a question whether military managers affect the state-owned enterprises (SOEs) in China, as many of the corporate decisions are made by the government. This paper tries to address these questions. The imprinting theory and the upper echelon theory suggest that managers' personal experience can affect their behaviour, which in turn influences their corporate decisions. In this paper, we examine whether managers with military experience lead to higher R&D investment and whether such an effect exists in state-owned enterprises. Based on a sample of listed firms in China's A-share market over 2008-2017, we make two findings. First, companies with military managers have high R&D investment. By dividing managers' military positions into high and low rank, we find that companies tend to have higher (lower) R&D investment if their managers hold a high-rank (low-rank) position. Second, the effect of high-rank military managers on R&D investment is more pronounced if the manager is also the founder and the company is a non-state-owned enterprise. For low-ranking military managers, a stronger effect on R&D investment is also observed if they are also the founder, but whether their companies are state-owned or not has no impact on R&D investment. This study identifies managers' military experience as a contributing factors to corporate R&D investment in the largest emerging economy. This paper tests an implication of the imprinting theory and the upper echelon theory, i.e., managers' personal experience can affect their behaviour, which in turn influences their corporate decisions. Specifically, we focus on one aspect of personal experience - military experience - and look at whether it is beneficial to firms' technological innovation, therefore enriches the literature of managerial heterogeneity. Our findings on the influence of managers' military experience on firms' technological innovation can help us better understand the role of managers play in corporate decision making, and how managers' individual traits interact with the firm's characteristics.

• Asia pacific journal of information systems
• /
• v.5 no.2
• /
• pp.227-257
• /
• 1995

Increasingly, systems analysts are expected to have behavioral and administrative skills as well as technical skills. This paper presents the results of a nationwide survey of 739 information systems (IS) managers (220 responses) and other functional managers (178) regarding the importance of various skills needed by systems analysts. The findings indicate that IS managers and three functional area managers differ in their perceptions of the importance of skills that system analysts should possess. These differences suggest that IS managers consider the ability to work with others more important than do functional managers. In contrast, three functional manager groups seem to view technical areas more importantly and thus may have greater expectations for technical performance. Also the results indicate that a positive relationship exists between possession of the identified skills and systems effectiveness.

• Proceedings of the Korean Institute of Building Construction Conference
• /
• 2018.05a
• /
• pp.124-125
• /
• 2018

The objective of this study is analyzing of requirements for improvement of the work-life balance of construction managers working in Korean construction companies. A survey has been conducted to analyze the requirements for improvement of construction managers. The survey was conducted on construction managers working in the field of architectural construction. 59 field managers working in 18 Korean construction companies responded to the survey. Upon analysis of the survey, the working hours were excessive and recreational time was very poor for the construction managers. There were differences in the answers regarding the areas that require improvement in the working conditions based on the age groups of the construction managers. A majority of young technicians selected that the recreational time and content of work require improvement, and technicians with a lot of experience selected that the stability of occupation and wage require improvement.

• Journal of the Korean Society of Safety
• /
• v.27 no.2
• /
• pp.127-133
• /
• 2012

This paper shows survey result on safety management status of laboratories in Korea. In Korea, many studies and reports on laboratory safety have been published since the ministry of education, science and technology (MEST) enforced the Act on Establishing a Safe Environment of Laboratories (Lab Safety Act) in 2006. The MEST has surveyed status of safety management in institutions subject to Lab Safety Act in 2008 and 2010. According to the survey result, safety management status of universities and colleges has been improved on several factors such as establishment of safety manual and implementation of safety inspection; while the number of safety managers of universities and colleges have increased. However, the difficulties in performing duties of safety managers has increased because the number of exclusive safety managers has decreased. This paper identifies the similarities and differences between Occupational Safety and Health Act and Lab Safety Act on assignment and duties of safety managers; therefore, this paper suggests a standard to determine the number of safety managers and decide whether or not their duties should be exclusive. Besides current standard that is based on the number of researchers, the number of individual laboratories should be considered. The new method would be helpful to determine the number of exclusive safety managers because the amount of safety managers' duties generally do not depend on only the number of people who may be exposed to any risk but also the number of facilities that may be cause of any accident.