• Quality Improvement in Health Care
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• v.14 no.1
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• pp.77-91
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• 2008

Objectives : The purpose of this study was to survey the opinion and attitude of hospital managers toward the hospital evaluation program. Method : Managers of 157 hospitals which had participated in the hospital evaluation program were requested to respond to structured self-administered questionnaire. The questionnaire was composed with five categories: the preparation for the hospital evaluation program, the expertise levels of surveyors, the process and contents of the hospital evaluation program, the applying strategies for the result of the hospital evaluation to manager's work at their hospitals, and the main points to improve the hospital evaluation program. Result : 135 out of the 157 subjects completed the questionnaire, and the overall response rate was 86%. The hospital managers answered that they didn't have enough information such as the scoring rule of the standards, the process of the evaluation, and how to ask and get an answer to prepare the hospital evaluation. Furthermore, they estimated that the surveyors weren't specialized enough and didn't give a chance of checking over the result of the evaluation. In addition, they experienced that the result and feedback of the evaluation weren't enough information to be used as a guideline to improve in hospital management. Managers of the hospitals responded that the standards and method of survey in the hospital evaluation system should be reformed. Conclusion : Most of the responded managers seemed to have negative opinion on the hospital evaluation system, even though they were pushed up for interest in quality. Further studies and extensive evaluation of the hospital evaluation program are needed to bring up various information such as receptiveness and effectiveness.

• The Journal of Information Systems
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• v.14 no.2
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• pp.215-236
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• 2005

The purpose of this paper is to examine the differences in the critical success factors for ERP adoption suggested by the system managers and the ERP consultants. The survey results indicated the following findings. First, there was no significant difference in the relative importance of the critical success factors between the system managers and the ERP consultants. Both groups agree that 'top manager's concern and support' is the most critical factor and that 'user involvement' is the second. However, the system managers tend to think 'training and education of end users' and 'cooperations among the project participants' more important than the consultants do. Second, both groups agree that the most important ERP contribution should be 'improvements in the business processes.' They also agree that the least important aspect is 'ERP's contribution to the individual's productivity.' In overall, the ordered lists of ERP evaluation criteria according to their importances were of no significant difference between the groups. Third the two groups showed differences when they were asked to evaluate the importance of the critical success factors for each of the ERP evaluation criterion. In general, the system managers tend to put more emphasis on 'training and education of end users' and 'adaptation of end users to the changed processes,' whereas the consultants tend to emphasize more on 'top managers' interest and supports' and 'project manager's capabilities and performance.' The differences in the critical success factors presented by the two groups indicated that more efforts need to be devoted to understanding other participant's interests and concerns in an ERP project team. Better coordinations based on the mutual understandings could improve the chance of achieving a success in adopting ERP packages.

• Journal of Technologic Dentistry
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• v.31 no.3
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• pp.47-58
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• 2009

Self-leadership means a person's ability to make his thought or behavior in a right way by controlling it himself. Strategies of the same leadership can be largely categorized into three, behavior focused, natural reward and constructive thought strategies. In this study, the foresaid styles of self-leadership strategy are discussed from the perspective of dental lab laboratories' business environment of Gyeongnam region. And accordingly, this researcher examined such strategy styles that dental lab managers, chief technicians and assistant technicians usually have. Results of the study can be summarized as follows. First, out of the self-leadership strategy styles, most remarkably found among the professional of dental technology was constructive thought strategy, followed by behavior-focused and natural reward strategies in order. In general, therefore, the professionals strongly tend to make their thoughts that can a positive effect on their work performance or in a constructive way. In other words, professional dental technicians are more likely to make efforts to persuade or persuade themselves to change their own unreasonable confidence or negative process in more positive way. Second, the extent to which constructive thought strategy is perceived was not different among dental lab managers, chief technicians and assistant technicians. While, behavior-focused and natural reward strategies were found most strongly perceived by dental lab managers, followed by chief and assistant technicians in order. This may be attributed to the fact that the higher professional dental technicians are in position, the higher they are in self-leadership, or in the ability to overcome crises by themselves and make their thought or behavior in a right way. Dental lab managers usually have lots of experiences in relation to behavior-focused or natural reward strategy. Therefore, they are very strongly capable of controlling themselves in order to overcome crises or make their thought or behavior in a right way. In contrast, assistant technicians are still having lots of trials and errors because they are less experienced and skilled. This suggests that chief technicians should make themselves fully capable as a medium that connects between dental lab managers and assistant technicians.

• The Journal of Industrial Distribution & Business
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• v.11 no.3
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• pp.51-62
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• 2020

Purpose - This study examined the relationship between individual creativity and its related variables to observe how individual creativity contributes to organizational performance. In addition, this study strived to explore how to maximize the utilization of individual creativity and innovate the structure of the organization itself so that teams and organizations can respond more effectively to new rising trends. this study aimed to examine whether the value congruence between individuals and organizations (propensity congruence, goal congruence has a significant impact on knowledge sharing and innovation behavior as dependent variables by exerting individual creativity and synergy as independent variables. Research design, data and methodology - SPSS 24.0 program were used to analyze the data. Descriptive Statistics and correlation analysis were performed, and the reliability factor (Cronbach's α) was calculated. Afterwards, we analyzed the moderating effects of structural equation model analysis and hierarchical regression analysis. The number of samples used in the study were 309 copies. Results - First, Individual creativity had a positive effect on knowledge sharing and innovative behavior. In other words, it was confirmed that decision-making processes fused with individual creativity could create an atmosphere of knowledge sharing and transform the organization. Second, value congruence adjusted the influence of individual creativity on knowledge sharing and innovation behavior. Conclusions - First, it is important for managers to recognize the value and secure the pool of creative talents who will be a potential future basic source of organizational success and competitive advantage. Second, managers should be able to identify those with creative talents and expertise, and use them to increase their knowledge sharing performance, while also developing emotional and motivational creativity. Third, in order improve knowledge sharing performance, managers should pay attention to the emotional aspect of creativity. Fourth, managers should strive to create an environment that is beneficial for the reinforcement of individual self-management capabilities. Fifth, managers should be able to develop decision-making processes to develop potential creativity and encourage creative thinking, opinions, or solutions. Sixth, managers should promote the dissemination and integration of new knowledge based on the creative views and attitudes of team members.

• Culinary science and hospitality research
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• v.6 no.1
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• pp.225-252
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• 2000

This study aims to examine theoretical frame work of franchise restaurant, the characteristics of store manager's job and the level of their job satisfaction through an empirical investigation. Job satisfaction survey study shows that store managers consider important all work to be attended to as part of their duty with service management on top. It is also found that the majority of store managers consider their aptitude as most important job satisfaction factor and those, who are satisfied with their job content, advancement and the prospect, are more proactive in delivering qualify service and more than willing to commit themselves to their duties. Regrading demographical variables, store managers with scholarly competence and higher pay level are more likely to be satisfied with their job but married men are not satisfied with the work environment in general. Ergo, Businesses should correspond by capitalizing on those store managers content with their duty thus collecting additional information and providing opportunities to further contribute to the business. For those dissatisfied individuals, however, businesses should determine their demands and by educational training supply a motive therefore making possible the conversion of such individuals to satisfied store managers and their active participation in business management. But, as with any study, this one has a number of limitation which constraints the generalizability of the empirical findings. It has not been for long since franchise restaurants established in domestic market and has been few studies regarding this topic there. Furthermore, managers are not willing to release operation related data. Therefore, further study are urged to overcome this limitation and should examine other dimensions of job satisfaction such as relations between revenue and profit with the level of store manager's job satisfaction remain to be investigated.

• Review of Culture and Economy
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• v.19 no.2
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• pp.121-146
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• 2016

Local governments have absolute authority for the policy and budget. So the backgrounds of local cultural foundation managers vary depending on whether the priorities are close relationship with upper institutions and organizational stability or whether the managers are asked to conduct autonomous management based on professionalism to boost the development of local culture. There are conflicting opinions about managers of local cultural foundations; some argue that administrators are desirable as they can not only maintain close relationship with the local government but also establish and maintain organizational stability. Others argue that cultural art experts are desirable for professional and effective management. However, the conflict and debate kept going on without clarifying objective facts how those completely different backgrounds, such as administrators and cultural art experts, make the characteristics of managers different. In this regard, this study divides the managers of The National Local Cultural Foundations Association into administrator group and cultural art expert group. By comparing and analyzing their characteristics, This study will enhance the professionalism and efficiency of each group.

• Journal of vocational education research
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• v.33 no.3
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• pp.37-56
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• 2014

The purpose of this study was to develop a competency model and analyze the competency needs for construction manager in D Co., Ltd.. The delphi method of 25 excellent construction managers working in D Co., Ltd. was used to develop a competency model. The results showed that there would be a construction manager competency model which consisted of 3 competency clusters, 11 competencies, and 60 key actions. Then the survey of 114 construction managers working in D Co., Ltd. was conducted to examine concurrent construct validity of the competency model for construction manager and to analyze construction managers' competency needs by using the Borich's formula and the Locus for Focus Model(LfFM). The results showed that construction managers perceived 'communication', 'risk management', 'goal orientation', 'customer orientation', and 'project management' as top five priorities of competencies for construction managers. Based upon the above results, some implications were suggested for developing construction managers' competencies and improving their performance.

• The Journal of the Korea Contents Association
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• v.19 no.7
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• pp.456-466
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• 2019

The current study examined which leadership styles of nurse managers affect teamwork among nurses. The analytic sample consisted of 187 clinical or charge nurses, who were recruited from one university affiliated large hospital in Korea. The results from the multiple regression analysis showed that higher nurse managers' transformational, servant, and ethical leaderships were significantly associated with higher teamwork among nurses. Yet, nurse managers' transactional leadership was not related to teamwork among nurses. These findings indicate that it is effective for nurse managers to display transformational, servant, and ethical leadership rather than transactional leadership in order to enhance teamwork among nurses. This study suggests the needs to address not only transformational leadership but also servant and ethical leadership during leadership education for nurse managers.

• Journal of the Korean Society of Safety
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• v.36 no.4
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• pp.54-61
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• 2021

The purpose of this paper is to verify if safety managers must bear stress from additional tasks whenmanaging smart safety technology applications on construction sites. We conducted a survey of 133 safety managers who had experienced managing both safety management and smart safety technology applications at construction sites, and used the SPSS Statistics 25 and AMOS 22 programs to analyze the survey's logicality and the data that we collected. We found that the work burden caused by assuming additional tasks to manage smart safety technology applications affected the stress that safety managers experience when working at construction sites. The stress caused by an increased work burden led construction site safety managers to feel dissatisfied with their jobs. This finding indicates that both on the original job and on additional tasks are entirely mediated. Based on this finding, I suggest that the South Korean government should establish smart safety technology applications, thus reducing the work burden and increasing the job satisfaction for construction site safety managers.

• Journal of Korean Academy of Nursing
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• v.52 no.5
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• pp.479-498
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• 2022

Purpose: This study aimed to examine effect sizes of leadership styles of nursing managers on turnover intention of hospital nurses. Methods: A systematic review and meta-analysis were conducted in accordance with the PRISMA and MOOSE guidelines. Participants were nurses working in hospitals. The intervention involved nursing managers' leadership styles; the outcome assessed was nurses' turnover intention. This was an observational study design. Eleven databases were searched to obtain articles published in Korean or English. Of the 14,428 articles reviewed, 21 were included in systematic review and meta-analysis. Comprehensive Meta-Analysis and R software programs were used. Results: The total effect size r (ESr) was - 0.25 (95% confidence interval: - 0.29 to - 0.20). Effect sizes of each leadership style on turnover intention were as follows: ethical leadership (ESr = - 0.34), transformational leadership (ESr = - 0.28), authentic leadership (ESr = - 0.23), transactional leadership (ESr = - 0.21), and passive avoidant leadership (ESr = 0.13). Ethical leadership was the most effective style in decreasing turnover intention of hospital nurses. Conclusion: Positive leadership styles of nurse managers effectively decrease turnover intention of hospital nurses, and negative leadership styles of nurse managers effectively increase turnover intention of hospital nurses. The ethical leadership style is the most effective in decreasing turnover intention of hospital nurses; however, it requires careful interpretation as its effects are reported by only two studies. This study contributes to addressing the high turnover rate of hospital nurses and developing positive leadership styles of nurse managers in hospital settings.