• Journal of Preventive Medicine and Public Health
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• v.3 no.1
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• pp.97-110
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• 1970

This survey was conducted to evaluate not only the present status of health center directors-their personal histories, their will to private practice in the future, their responses to governmental policies, -but also the distribution of doctorless myons, budget and subsidy, and director's opinions to the enhancement of health center activities. This survey questioned 116 health center directors and 16 health personnel from August to October of 1970 and obtained the following results; 1) The average ages of directors of kun, city, and total health centers were $43.2{\pm}7.8,\;42.1{\pm}7.7,\;and\;42.9{\pm}10.3$ respectively. 2) The average family sizes of directors of kun, city, and total health centers were $5.6{\pm}2.7,\;5.6{\pm}2.1,\;and\;5.6{\pm}2.6$ respectively. 3) Directors holding M. D. degrees were 79.3%, those holding qualified M. D. degrees ('approved director') were 20.7%. 4) M. P. H., M. S., and Ph. D. holders were 6.0%, 6.1%, and 4.3% respectively. 5) The average duration of present directorship in kun and city were 30.2 months and 20.4 months respectively. 6) The majority of directors had been employed in related fields before assuming current position : directorship at other health center 26.7%, army 22.4%, health subcenter 21.6%, private practice 19.0%. 7) Average length of directorship is 41.8 months. Average length of public health career, including health subcenter and present position, is 56.5 months. 8) Both rural and urban experience in health centers for regular directors is 16.3% and for approved directors, 12,5%. A total of 15.5% of all survey directors had experience in both rural and urban health center. 9) A total of 70.7% of health center directorships were staffed by local doctors. 10) Nearly 40% wanted to quit the directorships within 3 years and 60.3% had already experienced private practice. 11) Of the regular directors 17.4% felt strongly about devoting their lives to public health fields, but only 4.1% of the approved approved directors felt so. 12) There wire 432 doctorless myons among 996 respondent myons and 4.5 doctorless myons per kun. 13) The percentage of doctorless myon by Province are as follows, Cholla buk-do 57.2%, Cholla nam-de 55.0%, Kyungsang nam-do 52.0%, Kyungsang buk-do 49.7%, Chungchong but-do 42.4%, Kyonggi-do 32.9%. Cheju-do 30.8%, Kangwon-do 25.8%. 14) Two thirds of health critters have experienced the abscence of the director for a certain period since 1966 and the average span of the abscence was 18.2 months. 15) The percentage of doctorless myons increased proportionally with the span of the director's abscence. 16) The average budgets of health centers, kun, city and ku, were $W15.03\;million{\pm}W4.5\;million,\;W22.03\;million{\pm}W17.80\;million,\;W13.10\;million{\pm}W7.9\;million$ respectively. 17) Chunju city had the highest health budget per capita(W344) while Pusan Seo ku had the lowest(W19). 18) Director's medical subsidies are W30,000-50,000 in kun, and roughly W20,000 in city. 19) The older of priority in health center activities is T.B. control(31.1%), Family Planning and M. C. H.(28.0%), prevention of acute communicable disease and endemic disease (18.2%) and clinical care of patients(14.3%). 20) Nearly 32% opposed in principle the governmental policy of prohibiting medical doctors from going abroad. 21) Suggestions for immediate enhancing the position of director of health centers and subcenters: (1) Raise the base subsidy (48.2%), (2) Provide more opportunities for promotion (20.7%), (3) Exemption from army services(12.1%), (4) Full scholarship to medical students for this purpose only (7.8%). 22) A newly established medical school was opposed by 56.9% of the directors, however 33.6% of them approved. 23) Pertaining to the division of labor in Medicine and Pharmacy, the largest portion (31.9%) urged the immediate partial division of antibiotics and some addictive drugs to be given only by prescription. 24) More than half wanted a W70,000 level for the director's medical subsidies, white 36.2% stated W50,000. 25) Urgently needed skills in the kun are clinical pathologist (38.6%) and doctor (health center director) (25.5%); while in the city nurse (37.1%), doctors(clinical)(31.4%) and health educators(14.4%) are needed. 26) Essential treatment for the better health center administration; raising the base subsidy (22.7%), obtaining the power of personal management (19.3%) and the establishment of a Board of Health (14.3%). etc.

• Research in Community and Public Health Nursing
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• v.10 no.1
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• pp.5-18
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• 1999

The aim of this study is the development of a fee - based model day care center for the elderly by inquiring into the current condition of facilities in America and in Korea, and in surveying the opinion of domestic elderly about day care facilities. A field trip to U.S. day care services was held between July 5 and July 15 in 1997, and an on-the-spot study for domestic facilities took place during March in 1998. Our research reveals that the overall supply of day care facilities can not meet future demand in terms of quality and quantity. Therefore a model must be created for day care centers of a that consists of a director from a professional group. an adequate environment, and a standardized in order to offer a qualified public health service linked to the home and community in Korea. The director of a day care center is a critical variable in determining the quality of service. Professional skills related to the needs of the elderly and the person's quality of service should be considered in appointing director for the center. This study belleves that a professional nurse should be the director of a day care center. The operating environment of a day care facility should be made up of considerable space comparable to the number of residents, should be in a comfortable and safe location, and should have equipment that provides a qualified, safe service to the elderly. Our model is designed for 20 persons and allocates 4 Peng per person. This model is comprised of a reading room. a craft room, a health room, a room for physical therapy, a dining room, a staff office, and a multi -purpose room connected to other rooms. Day care service should be a comprehensive service program meeting the multidimensional needs of the elderly. A comprehensive service program needs a team of various professionals made up of the elderly family, participants, nurses, social workers, physical therapists, nutritionists, and medical doctors. The program will also include health care service, physical therapy, speech therapy. diet, occupational therapy, transportation service, health and an education program, etc. In conclusion, a model of a day care center is developed with the following components: a professional director and an environment and program, that considers the physical, mental, and social characteristics of the elderly. A model should also motivate self-reliance self-fulfillment in the elderly in order to fulfill their health needs and to prevent isolation from society and mental depression. Furthermore, This facility will be a beneficial factor in reducing a family's burden on caring for the elderly that includes unnecessary hospital expenses. The following is a suggestion based on results this study: A service program should be developed to fit the conditions of the elderly in Korea by specifically analyzing the needs of the elderly.

• Archives of Plastic Surgery
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• v.49 no.2
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• pp.221-226
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• 2022

With the growing complexity of the U.S. health care system, highly motivated medical directors with strong leadership skills are vital to the success of health care facilities. Presently, there are no articles assessing a plastic surgeon's qualifications for the role of medical director. In addition, there is a paucity of literature comparing the responsibilities of medical directors across various types of health care institutions. Herein, we outline why plastic surgeons have the unique skillset to succeed in this role and highlight the differences between medical director positions across the vast landscape of health care. While the intricacies of this position vary greatly across different landscapes of the health care industry, successful medical directors lead by following a set of universal principles predisposing them for success. Plastic surgeons innately exhibit a subset of particular traits deeming them suitable candidates for the medical director position. While transitioning from the role of a surgeon to that of a medical director does require some show of adaptation, plastic surgeons are ultimately highly likely to find intrinsic benefit from serving as a medical director.

• Proceedings of the Korean Environmental Health Society Conference
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• 2003.06a
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• pp.35-49
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• 2003

• Health Policy and Management
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• v.2 no.2
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• pp.57-89
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• 1992

This study is aimed both to reorient the Health net-works focused to Health Subcenters in times of development of local autonomy in Korea and to collect the fundamental data such as attitude and practice of the directors of Health Subcenter. The materials are collected from 134 out of 258 sampling directors of Health Subcenters with a questionaire by mailing(respond rate 51.9%). The major findings of this fundamental data are as follows. 1. Current average number of outpatients cared by a director of Health Subcenter is found to be 21.6. 2. The directors of Health Subcenter have little deducted hours for Public Health Programme. 3. Number of the Preventive Health Programme worked by a director of Health Subcenter is from 0 to 3. The most major group worked only 1 programme marked at 69.4%. 4. The directors of Health Subcenter express approval opinin marked at 80.2% that their qualification to appoint has to finish intern course. 5. The average diagnosis allowance a month is approximately twenty hundred thousand won. 6. Most of Health Subcenter(market at 94%) adopted a self-supporting account system. 7. The most complaining subject of directors of Health Subcenter is their working environment. The second complaining subject is governmental officier's interference. 8. The average number of outpatients cared by a director of Health Subcenter is found to be certain differentials by their marriage and the duration of employment. Some proposals of development on Health Subcenter based on the result of this research is as follows : 1. The reorganization on Health Subcenter under line of National Health Center Net-work 2. The psychological reorientation of directors of Health Sucenter and officers. 3. Autonomy management of Health Subcenter. 4. Reorientation of status on directors of Health Subcenter.

• Korean Journal of Human Ecology
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• v.19 no.5
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• pp.795-803
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• 2010

This study sought to determine the mediating effect of followership in the relationship between the leadership of child care center director and empowerment as perceived by child care teachers. Data were collected from 294 child care teachers in child care centers located in four cities labeled A, B and C through a structured questionnaire. To describe data the Pearson's correlation coefficient and multiple regression analysis were computed. The level of child care center director's leadership which child care teacher perceived was 3.64 points in a scale of 5 points, child care teacher's empowerment was 3.50 points in a scale of 5 points and followership was 3.30 points in a scale of 5 points. COMMENT A positive correlations were found between leadership, empowerment and followership. Followership was shown to be a mediating variable between child care teachers' perceptions of leadership and empowerment. Furthermore, results also showed a strong relationship between the leadership of child-care center director and the child-care teachers' followership and empowerment, thus implying that the child-care teachers' followership is very important to increase the empowerment.

• Journal of Dairy Science and Biotechnology
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• v.26 no.1
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• pp.53-57
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• 2008

• Proceedings of the Korean Society of Toxicology Conference
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• 2005.11a
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• pp.27-38
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• 2005

• Journal of Society of Preventive Korean Medicine
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• v.6 no.1
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• pp.1-14
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• 2002

The proportion and role of public sector in health care industry is very small in Korea. Asymmetric distribution of health care resources is one of the major health care concerns. This issue is so important that it raises a question of accessibility, availability, continuity of care and equity of rural area people's health care utilization. To solve these problems and to satisfy the basic demand of oriental medical service in rural areas, the oriental public health doctors were placed in rural health centers since 1998. The main objectives of this study are twofold: to measure the cognition and attitude of health center directors on the strategies for utilizing oriental public health doctors and to provide basic data for improving the health manpower management program. Data have been collected by way of the self-administrative questionnaires. Developing the questionnaire, the literature review on the previous studies and delphi method were carried out. The response rate was 38.7%. The results of this study are summarized as follows; 1. community people respond positively on the oriental medical service activity in health center. 2. In regard to workloads of oriental public health doctor, 'appropriate' was 81.1% and 'burdensome' was 18.2%, respectively. 3. The 94.0% of respondents thought that the oriental medical service will be continued. 4. To activate oriental medical service in health center, the sufficient budget and provision of aid workers is a necessity. 5. The 75.5% of health center directors respond positively on the allocation of oriental public health doctor to health sub-centers. 6. Health center directors agreed that oriental public health doctor should perform the clinical service as well as prevention and health promotion activity. These results recommend that oriental medical service in health center should be continued gradually, and oriental public health doctors working at health center perform their work efficiently. Undoubtedly, their activity should be more focused on health promotion and disease prevention than daily patient care. For achieving this objective, more support of governmental policy is essential for utilizing oriental public health doctor and better health of the rural area community people.

• The Korean Journal of Community Living Science
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• v.22 no.1
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• pp.181-194
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• 2011

The purpose of this study was to investigate the effect of the child care center director's transformational leadership on the organizational committment of the child care teachers. The research subjects were 292 child care teachers who worked in 43 facilities of the eastern part of Jeon Nam Province. The data analysis was performed by using SPSS Win 15.0 Program. The results of this study were as follows. First, the teachers rated the transformational leadership of the director as 2.39 points in a scale of 5 points which was recognized as a normal level. Among the transformational leadership categories, the category of vision setting was the highest and the category of setting an example was the lowest. Second, the level of organizational committment of the teachers is rated 3.70 points in a scale of 5 points. Among the organizational commitment categories, the category of normative committment was the highest and followed by the category of affective and continuance commitment. More transformational leadership was related to more organizational commitment from teachers.