• Korean Journal of Occupational Health Nursing
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• v.14 no.1
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• pp.34-43
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• 2005

Purpose: The purpose of this study is to develop the curriculum model for occupational health nurse specialist in Korea. Method: Internet searching was conducted to analyze the type of master program for occupational health nurses in the U. S. To identify the importance of occupational health nurse specialist (OHNS)'s role, self-administrative questionnaire survey was done to335 occupational health nurses through postal mail and continuing education in 2003. SPSSWIN 10.0 was used for data analysis. Results: In the U. S., two main types of nurse practitioner program and nurse manager program are separately operated for occupational health nurses as master level. Under the governmental support, geographical and financial barrier can be decreased through the distance learning and the appointment of regional ERC. Most occupational health nurses recognized importantly the role of OHNS as direct care provider, educator, consultant, and manager. Conclusion: It is recommended that the job standard for OHNS needs to be developed, and regulation has to be changed for the diverse curriculum based on the need of occupational health nurses, and governmental support must be strengthened for occupational health nurses to apply more easily to the program.

• Journal of Korean Academy of Nursing Administration
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• v.6 no.1
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• pp.97-107
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• 2000

In human societies, there are various organizations which are unique and have different roles. Among them, hospital organization are much more complex than other organizations because of their multitude of professional groups each with its own goals. To achieve its purposes, hospital should manage each professional group effectively. Hospital nursing organizations are the core positions in hospitals for patient care. Therefore nursing organizations have have efficient nurse managers to lead nurses for their own purposes. First- line nurse managers have special tasks for patients and nurses, which include to motivating, managing communicating with the people. So they should have high self-efficacy, which is the belief that one can successfully perform the behaviors in question. Self-Efficacy of first line nurse managers that asked them for leading their staff, and their tasks, is essential to bring about self-realization of staff nurses through motivation and job satisfaction, taking advantage of sound surrounding which is able to operate her staff nurses in order to function efficiently. But there were few studies on the topic in a hospital setting. This study was designed to measure first-line nurse managers' self-efficacy. The subjects for this Study were 167 first-line nurse managers randomly selected from 18 university hospitals in Korea. The Self-Efficacy was measured using 'The general self-efficacy scale' developed by Sherer and Maddux(1982). The data were collected through questionnaires and analysed using SAS program, frequencies, percentages and Pearson' correlation coefficients. The results of this study were as follows : 1. The average of first- line nurse managers' self- efficacy was 66.7. 2. The correlation between first-line nurse managers' self- efficacy and general characteristics(age, education, career) was not significant. From the above findings, this study can suggest the following : 1. Repeat studies are needed in various hospital settings. 2. First-line nurse managers must be trained with special programs for each nursing organizations' purposes.

• Journal of Korean Academy of Nursing Administration
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• v.12 no.1
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• pp.113-121
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• 2006

Purpose: This study was aimed to investigate educational need of nursing managerial competency in the hospitals. Method: The data were collected from 296 nurses(nurse manager and nurse) who had worked in 9 hospitals using the structured questionnaires. Data was analysed by the SPSS for Windows 12.0 program. Results: Educational needs of the nurse managerial competency development were very high. Most of items in the areas of 'human resource management', 'leadership', 'ethic/ law responsibility' and 'quality improvement' were needed for nurse managerial competency development. Current level of the nurse managerial competency level in practice was lower than education need. However nurses had moderate level ability in the areas of 'ethic/ law responsibility', 'human resource management' and 'nursing information management'. There were significant differences in current level and need of the nurse managerial competency(p=.000). Education needs of the nurse managerial competency were influenced by age, clinical career, position, education level, experience of nurse manager education(p<.05). 5) Education program operations were preferred to 'the theme course', 'lecture', 'external education institution'. Conclusion: Education program of the nursing managerial competency development is urgently needed for nurses who have worked in a hospital.

• Journal of Korean Academy of Nursing
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• v.20 no.3
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• pp.281-299
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• 1990

The organization of nursing department Significantly effects the hospital management. Especially, The head nurse is one of the most important position because head nurse is a first-line manager in the hospital level, a middle manager in nursing service organizations level and the top manager in each nursing unit level. This study was attempted to show the ideal model and nile by compare head nurses' role perception with staff nurses' role expectation according to two types of hospital. The survey was conducted among 94 head nurses and 233 staff nurses who are working at 5 different University Hospitals over 600 beds and 93 head nurses and 218 staff nurses Who are working at 12 different General Hospitals between 100∼300 beds in Seoul. The data was collected in a period from 8th September to 13th October in 1989 and the instrument used for this study was based on Han's one and reffered back to many literary sources and revised. The collected data was analysed by computer using S.P.S.S. program as a Mean, Percentage, Cronbach's alpha, Chi-Square, t-test and ANOVA. 1. The study was compared to the difference of the two subject group's general characteristics according to a type of hospital. As a relult, there were significant differences in age, educational background and career. 2. This Study was compared to the difference of the two subject group's role perception and role expection about each question according to a type of hospital. The result of this comparisons as follows : First, These were the most important issue between both groups : “Head nurse has to know about her staff's events and problems and then help them to solve that promptly.” Second, These were the least important issue between both groups : “Head nurse has an interview with patient's family and visitors”, “Head nurse is interested in her staff's privacy.” 3. This study was compared to the differences of each role areas according to a type of hospital. As a result, there were no significant differences both two subject groups except nursing manager role in staff nurses' group(t＝-2.893, df＝449.0, p＝0.004). 4. This study was tested to the difference of the two subject groups according to general characteristics. As a result, All of that there were no significant differences.

• Journal of Korean Academy of Nursing Administration
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• v.12 no.4
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• pp.555-563
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• 2006

Purpose: This study was aimed at examining the relationships of transformational and transactional leaderships that nurse managers demonstrate to creative activity that nurses excercise at caring for patients. Method: Using 11 items of the Creative Nursing Practice Index and 18 items of Multifactor Leadership Questionnaire Form, a descriptive study was conducted with a sample of 425 nurses working more than six months at nursingcare units in a university hospital of Korea. Data were analyzed, using independent t-test, ANOVA, Pearson correlation, and stepwise multiple regression analysis methods. Result: Creative activity had positive relationships to transformational leadership and transactional leadership(p<.01). The factor influencing on creative activity was not transactional leadership(p>.05), but transformational leadership(10.7%, p<.001). Intellectual stimulation accounted for 9.7% of information building-activity and 1.1% of idea creating & communicating idea. About 5.8% of the variance in idea validating-activity was explained by inspirational motivation, and 1.2% by contingent reward. Conclusion: For support for nurses' creative activity at work, leadership training programs would be needed to build up nurse manager's transformational leadership.

• Journal of Home Health Care Nursing
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• v.5
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• pp.84-99
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• 1998

The objectives of this study are to identify the actual educational contents of management for head nurse and to propose the educational subjects according to identity the needs of head, charge, and staff nurses. The subjects were investigated the actual Management Development Programs and educational needs of head nurses and prospective nurse manager(charge nurse, staff nurse with a lot of clinical experiences) in general hospitals. The tools were composed of two questionnaires: One was developed from the literature review for making items to measure actual situation. The other was revised Katz's model for measurement of educational needs. The first respondents of actual situation were 27 general hospitals with over 400 beds in Seoul and the second respondents were 89 head nurses, 67 charge nurses and 136 nurses at 3 hospitals by convenient sampling out of 27 general hospitals. Data were collected by telephone interview, mail questionnaire and visiting from 7th of October through 30th of November in 1997. In data analysis, general characteristics of the respondents and actual status of Management Development Programs were analyzed by frequency and percentage. Educational needs according to general characteristics were analyzed by ANOVA The results were as follows: 1. Actual situation of Management Development Program 1) Seven hospitals(26%) had Management Development Program for prospective managers and 14 hospitals (52%) for head nurses. 2) Education Department existed in 14 hospitals (52%). 3) One hospital(4%) had top level managers took part in the Management Development. 4) Two hospitals selected head nurse, who had finished courses of Management Development. Eight hospitals(30%) assessed educational needs. The assessment tools consisted of making a question via questionnaire(75%), determining at department meeting(12%) and interview(13%). 5) Educational programs had 3 types: 10 lecture type, 7 discussion type and 4 role play type programs. 6) One hospital evaluated the change of learner's attitude. 7) Four hospitals scored educational point, but that was measured only by attending. 8) Actual Management Development Programs were as follows. parenthesis indicates the number of hospitals. (1) Management Development Programs for Prospective manager. Role perception of Middle level Manager (1) . Role reconstruction of Nurse Manager (1). Workshop for Charge Nurse (1). Nursing Delivery System and Nursing Process (1). Communication (1). Motivation (1) (2) Management Development Programs for Head nurse.. Head nurse's Role (5). Administrative Work (7). Service Education (4). Prevention and Countermeasure of Nursing Incidence (3). Appraisal (3) 2. The results of needs on Management Development subject 1) The educational needs of all respondents on 3 skill domains showed positive agreement to strongly positive agreement. 2) High priority(more than 4.5) items were 12 of 24 Human skill items(50%), 1 of 6 Technical skill items(16%), and 2 of 13 Conceptual skill items (15%). 3) Out of high priority items, 8 items were instituted. 4) All respondents showed high needs on 3 skill domains regardless of 3 positions (head nurse, charge nurse, and nurse). Educational needs of Human skill domain, according to position were 108. S, 108.7, 106.8 (mean score = 72) , needs of Technical skill domain were 26.5, 26.6, 26.I(mean score=18), and needs of Conceptual skill domains were 56.9,56.7, 55.1(mean score=39). 5) Needs of 3 skill domains according to clinical career showed significant difference. Out of respondents, nurses with career of over 16years showed lowest degree of needs in Human skill domains(F=4.47, P=.004) and Conceptual skill domain(F=2.93, P=.034). 6) Educational needs according to educational background were not significant difference. But out of respondents, nurses educated at 3-year junior college relatively showed lowest needs in all of the 3 skill domains. With the above-mentioned findings, further study is necessary for generalization of this study at hospitals with different bed size and location. Also it is needed to study about management skill of nurse and charge nurse, and effective educational method.

• The Korean Nurse
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• v.22 no.2 s.120
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• pp.39-46
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• 1983

• The Korean Nurse
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• v.29 no.5
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• pp.46-53
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• 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 Korean Academy of Nursing Administration
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• v.13 no.1
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• pp.82-97
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• 2007

Purpose: This study was to investigate the relationships among nurse managers' participation in decision-making process relation to human resource management and the influencing factors. Method: The subjects were 198 nurse managers who were in general hospitals over 900 beds. The data were collected from January 13 to March 13, 2006. The SPSS PC+ 12.0 program was used to analyze the data. Result: The nurse managers had greater participation in the identification phase of decision making than selection phase. The mean scores of three phases were significantly different. The satisfaction of decision making was evaluated. The higher participation in decision making, the higher satisfaction of decision making. Nurse managers' decision style tended to be more participative than autocratic. Personal and organizational factors(age and decentralization) influenced positively on participation in decision making. Decentralization and span of control influenced positively on satisfaction in decision making. Conclusion: It is necessary to permit the participation in decision making for nurse managers.

• Journal of Preventive Medicine and Public Health
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• v.28 no.3 s.51
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• pp.576-587
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• 1995

Authors purposed to observe activities of occupational health nurses and it's related factors, and to suggest the way that induct better occupational health nurses' activities with questionaire to 87 occupational health nurses who individually work as health manager in the plant. The questionaire included type of plant and number of workers, general characteristics, work conditions, activities, etc. Major findings are as follows. 1. 82.8% of occupational health nurses were third decade. 93.1% graduated junior college or college. And 82.8% were not married. 2. General work conditions: 40.2% were belonged to safety-health section, 98.85% were mere clerks. 60.9% worked less than weekly 44 hours, and an annual salary of 50.6 % was between 10 million and 14 million won. 3. Work condition related to health manager work: there was separated health care room in 94.3%, working period as health manager(occupational health nurse) was less than 5 years in 70.1%, 49.4% had the out-of-health manager work. In 87.4%, occupational physician was appointed, only 6.9% of them were full time, 52.9% of them worked little in the plants. The problems related to workers' health were discussed with industrial nurses in 88.5%. 4. Attitude for their work: 88.5% were thought that their work is important for workers' health care, 57.5% satisfied to work as health manager. In 51.7%, motive to being industrial nurse were the appropriate aptitude. 5. Activities: General medical care in 100% were carried out, in 97.7% works related to general health examination, in 100% works related to special health examination were carried. But works related to use of protective apparatus were carried out in 20.8%. 6. Factors related to level of activities: In cases who solved the health related problems by themselves, the level of activites was significantly higher than in others. In cases there were full time occupational physician, the level of activities was significantly lower. 7. Occupational health nurse's needs: 100% wanted regular education, 89.7% wanted the qualifying examination. As the results, author suggests that the right of self-control is given to occupational health nurses and the work of occupational physician is clearly defined for the induction of the better activities of occupational health nurses.