• Health Policy and Management
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• v.22 no.4
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• pp.597-627
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• 2012

As misalignments among images, identity, and legitimacy of health professionals and institutions have been on the rise, CEOs of health care organizations have been required to enhance organizational accountability. Despite the accumulation of literature on the conceptual discussions of accountability, only a few studies empirically investigated key barriers to accountability and its facilitators. To identify perception on accountability with key barriers and facilitators of organizational accountability, a semi-structured interview with 11 CEOs of Korean hospitals was conducted. A short survey was taken to get quantitative data on CEO's perception on organizational accountability. To CEOs, accountability was very complex and unfamiliar concept, but understood as physician's code of ethics by nature and basic principle of hospital management. CEOs thought accountability could be improved through ethical leadership, financial stability and learning climate of hospitals. Distrust of the government, which failed to provide economic incentives for hospitals to increase accountability activities, was emphasized as a serious barrier to hospital accountability. There was consensus among hospital CEOs as to the importance of accountability in management. However, there were concerns that, without policy instruments to motivate hospitals toward increasing community benefits as well as collective efforts among health professionals to rebuild moral climate for being accountable, greater accountability would not be achieved in hospitals.

• Korea Journal of Hospital Management
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• v.24 no.2
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• pp.23-37
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• 2019

The purpose of this study was to investigate the effect of fairness, culture, and service points on organizational management to maximize the ability of organizational members. The subjects of the survey were selected from major hospitals, small and medium hospitals. A total of 500 questionnaires were distributed, but 404 (80.8%) were used for the final analysis. The SPSS WIN 20 program was used to analyze the collected data. The following conclusions were obtained. First, in this study, organizational fairness did not show any general difference, and fairness was obtained with relatively high scores. In terms of improving organizational culture, size of hospital there is a statistically significant difference. the larger the organization, the more the organizational culture needs to be improved. Organizational fairness were significant differences in service encounter points and size of hospital. Second, the correlation between fairness, organizational culture improvement, service contact point and management performance showed a very positive correlation. Third, fairness has no effect on business performance. However, in this study, organizational culture improvement and service contact points are statistically significant and positive (+) influence on dependent variable management performance. Therefore, in order to improve the organizational culture of the hospital, it is necessary for the CEO to the vision, core, to discuss and make a reasonable plan. In order to actively cope with rapidly changing hospital environment, it will be necessary to positively support the of new medical market and the increase of market share.

• Journal of Korean Society for Quality Management
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• v.30 no.2
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• pp.11-25
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• 2002

This paper is to find how does service orientation of organization and human resource job satisfaction affect its customer orientation, that is, its service attitude and behavior toward customer. Purpose of this study is also to measure the level of employees' customer orientation more systemic. Consequently, the correlation between service orientation and performance can be identified and more effective guideline for service quality management can be draw through this study. The findings of this paper are as followings; Firstly, it is found that reward system and CEO's vision toward service orientation affect employee's job satisfaction positively, It's analyzed on Gap analysis model of PZB. Secondly, in point of inner marketing, employee who is satisfied with his job shows higher customer orientation. Thirdly, strategy change of organization in response to environment change in hospital industry influences on performance positively.

• Korea Journal of Hospital Management
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• v.14 no.2
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• pp.75-98
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• 2009

As the organizational environments are changing, organizational innovation has become a critical success factor for the healthcare organizations. Although there are lots of successful innovation cases in other industries, healthcare organization's management innovation cases are rare in Korea. This case study is focused on successful change process of a Maeumsarang psychiatric hospital. Main findings are: (a) virtuous cycle of healthcare service innovation and organizational innovation, (b) intensive training and learning, (c) usage of external resources, (d) high commitment HRM system, (e) CEO leadership, and (f) synchronization of planning and execution. Based on these findings, managerial implications are derived and future research directions are proposed.

• Journal of Preventive Medicine and Public Health
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• v.34 no.4
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• pp.399-407
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• 2001

Objectives : To investigate the current status of hospital-based health promotion programs in Korea and to elucidate the factors which affect to the process of implementation. Methods : We conducted a mail survey of all 875 hospitals in Korea from March to May 2001. In reference to 12 specific kinds of health promotion programs, hospital CEOs were asked whether their hospital have such programs, whether they are fully staffed and whether the program is paid for by the patients. Contextual factors(location, hospital type, number of beds, length of operation, public/private status, economic level of the community, the level of competition) and organizational factors (the extent of market, compatibility with vision, formalization), strategic types of the CEOs (defender/analyser/prospector) were also surveyed. The relationships between each variable and the implementation of health promotion services, activation of services, and the target groups(patient/community resident) were analyzed by univariate analysis and the independent effects of these variables were examined with multiple logistic regression. Results : 100 of 125 hospitals responding (84.8%) had mere than one health promotion program. However, they showed fluctuations in the adoption rate of each programs, meaning that comprehensive health promotion services were not provided. Many programs were not fully staffed and few hospitals had paid programs. In factors affecting health promotion service implementation, private hospitals showed a higher rate in implementation than public hospitals. In contrast, when the competition among nearby hospitals was intense, the level of implementation of service lowered. In the strategic type of the CEOs, the prospectors were shown to have instituted more health promotion programs in their hospitals and the analysers had a greater tendency to have programs for community residents than the defenders. Conclusion . Considering the above results, contextual factors may contribute greatly to the introduction of health promotion services in Korean hospital, although the CEO's personal preference and organizational factors play a larger role in the activation of services. Additionally, the CEO's personal preference may be the major influencing factor in the introduction of programs for community residents.

• Korea Journal of Hospital Management
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• v.1 no.1
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• pp.1-20
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• 1996

This study is purposed to compare PR activities among the 5 large hospitals in Seoul and Kyonggido. The research methods are used in interview survey for employees and Questionnaires survey for patients or their relatives. The 427 patients or their relatives(response rate: 85.4%) were surveyed. The hospital which is below, is more active than any others in special PR activities. 1. Distribution of hospital information books: E, P, A 2. Distribution of calendar: P 3. Broadcast in hospital: E 4. Education of employees about PR : E, A 5. Education of employees about service: all hospitals are active. The PR sectors are organized under the Department of planning(S,J,E) or CEO(P,A). And the budget of PR activities is almost a similar level among all. The degree of recognition and utilization for PR activities is not different among hopitals by the sociodemographic variables of patients. And the average of correlation ratio between recognition of each hopital's PR activities and its utilization is 62.01%(range:51.29%-67.98%) average.

• Journal of the Korean hospital association
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• v.37 no.3 s.313
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• pp.74-87
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• 2008

As healthcare environment being more complex and turbulent, strategic approach of hospitals became more important. This study was to investigate strategic orientation of Korean hospitals and their related characteristics. We surveyed managers of 360 hospitals randomly selected from all hospitals in Korea. For typology of strategic orientation, we used that developed by Miles and Snow, and results are as follows. Firstly, major types of organizational strategic orientation of Korean hospitals were analyzer(42.0%) and prospector(34.0%). Secondly, characteristics affecting to hospitals' strategic orientation significantly were hospital ownership and sex of managers. Medical corporation had a high tendency of prospector strategic orientation by 2.7 times compared to personal ownership. Female managers had a low tendency of prospector strategic orientation by 0.2, which was statistically significant. Though 60+ age group (compared to twenties and thirties) and middle managers (compared to CEO) had a tendency of being more prospector strategic orientation, but insignificant. The study result that majority of strategic orientation were prospector and analyzer reflects Korean hospital environment are complex and unstable. Hospital managers need to more focus on environment and boundary spanning function for maintenance and survival of their organizations.

• Health Policy and Management
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• v.4 no.2
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• pp.1-26
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• 1994

As the hospital environment is changing rapidly, management is therefore obligated to use new ways to provide better service to patients. For example information system is introduced to some hospitals in Korea. Information system has several benefits such a soperational efficiency by on-line delivery and processing of data, accurate and rapid information production, continuous monitoring of performance and feedback, improvement of work process and better service quality. Still, many hospitals cannot be sure that information system is useful for improving organization performance. Because only one or two area of hospital information system were considered for development and with limited development hospital information system cannot be used effectively. The purpose of this study is to suggest the model of information system utilizaton and to analyze the hospital in formation system in Korea. The results are following; 1. In Korea, proportion of operating system of comuter is 31% of UNIX, 11% of IBM OS and 10% of PC LAN. 2. As we expect, scope of application software and amounts of heardware and software invest ments are affected by concern of CEO. 3. Many CIO(chief information officer) say that the biggest problems are lack of after-service and obsolescence of computer equipments in terms of hardware and shortage of application software for hospital in terms of software. 4. Personnel of information system department is so small that hospital information system can't be improved. 5. During the development of information system, full-time participation of end user is only 20% hospital with almost less than 12 person-month. This study was accomplished by survey through mail questionnaires. Response to the survey was only 55% and it was hard to generalize all the result obtained from this survey. However, We hope that this study would be helpful for helth care organization to acknowlege hospital information system in korea and to design the future architecture and frame of information system.

• Korea Journal of Hospital Management
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• v.6 no.1
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• pp.18-40
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• 2001

This study purports to investigate the readiness of the university hospital employees in the knowledge-based management. Data were collected from 550 employees including administrative, nursing, and technical staff of 9 university hospitals located in Seoul and Kyunggi Province through the self-administered questionnaires. The response rate was 79% and 425 questionnaires were used as final data and analyzed using 2 test, t-test, and ANOVA. The main findings of the study are as follows. 1) It seems that most employees of the study hospitals have basic knowledge on the concept of knowledge-based management. This finding implies that the implementation of the knowledge-based management in Korean university hospitals will not likely to face strong resistance from their employees. 2) The results show that Korean hospital employees are still not so accustomed to using e-mail as the main communication tool. This finding suggests that it is necessary to use various communication tools which include electronic data interchange, teleconference, and cyber chatting for facilitating the knowledge-based management in Korean university hospitals. 3) It is desirable to appoint a chief knowledge officer(CKO) for operating knowledge-based management system effectively. 4) A reward system for employees who show a distinguished performance in the creation and sharing of new knowledge should be established. Knowledge mileage system, selection of the best knowledge employee and team will be a good example of the effective reward system. 5) The participation and support from the chief executive officers (CEO) of the hospitals is an important factor for successful knowledge-based management. Furthermore, to make physicians actively participate in the knowledge-based management is another important factor for obtaining valuable outputs from the system. 6) It is found that the knowledge and skills of the hospitals employees on the information technology (IT) are not sufficient for making knowledge-based management more popular. This implies that it is very important to select IT-oriented employees and educate them continuously on the knowledge-based management.

• Journal of the Korea Safety Management & Science
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• v.18 no.3
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• pp.91-97
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• 2016

Currently many geriatric hospitals have been built in Korea because younger people don't want to care their parents and have been decreasing for labor. However, the increasing geriatric hospitals make the increasing fire safety accidents. Therefore, this study is conducted by survey and face-to-face talk for analyzing fire safety problem of twelve among 15 geriatric hospitals in the north of Chung-Buk area. The result of this study is that infection and fall accident are higher than others and fire safety implement rate of safety rule followed by CEO is 71%. Monthly safety training rate is 49% and initial fire safety training not conducted is 33%. Yearly outside fire safety training rate is 97% but workers who know how to use fire evacuation facility are 61%. Furthermore, safety instruction rate of fire safety manager is much higher than supervisor's safety instruction. The cause of accident is facility (33%). In conclusion, the institution and rule improvement need for decreasing infection and falling, increasing implement level of fire safety rule and fire safety training, participation rate of supervisor for fire safety, quality of fire safety training, and investment of fire safety facility.