• Korea Journal of Hospital Management
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• v.4 no.2
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• pp.106-130
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• 1999

The main objective of this paper is to perform an empirical analysis on the relationship between various marketing activities and financial performance of Korean hospitals. A survey was conducted through structured questionnaire for 495 hospitals, and data from 218 hospitals were utilized in the final anaylsis.(response rate: 44%) Survey items include general characteristics of the hospitals(size, type, location), degree of competition, financial performance. marketing organization! budget, and level of various marketing activities in service development, access improvement, promotion, and pricing. We examine descriptive statistics of the response scores on marketing activities to evaluate the current status of marketing management of Korean hospitals, compare the results across hospital size, type and location, and perform regression analysis to investigate the relaionship between marketing and financial performance. Major findings are as follows: 1) About 46% of the responding hospitals have marketing departments although they are named as 'planning' or 'PR' departments, and the marketing budget on average represents 1.74% of the total expenditures. 2) Average level of marketing activities is calculated to be about 3.32 on 5-point scale, meaning that Korean hospitals implement their marketing programs 'somewhat actively'; however, the scores on the areas of marketing plannning and strategy are relatively low. 3) Large hospitals tend to be more active in marketing than small hospitals, and public hospitals' activities in marketing are not lower compared to private hospitals. 4) Level of overall marketing activities is positively related with financial performance measured by various finacial indicators except for profitability, implying that marketing is successful in revenue generation but needs to be more cost-effective. Also, when the marketing variables are separately included in the regression, no significant relationship is found, which means that various marketing activities are more effective when they are collectively implemented.

• Proceedings of the Korea Contents Association Conference
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• 2006.11a
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• pp.856-859
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• 2006

Patient's position who muscle ache curer for hospital undergoes person entrance and treatment that take advantage of biological, physical force of low frequency and it is equipment that treat body muscle ache, but use equipment when use patient into compensation in hospital specially, that consider everybody is important first of all. This research question investigation with market survey of old product enforce because preference degree reflected officer a result and apply opinion tuned with product development connection engineers on DESIGN direction via typical product design development process close. This curer development research analyzed data involved directly taking advantage of FGI techniques with literature investigation collection. Investigation examined laying stress on muscle ache curer for hospital and a nurse than a doctor answered on question and purchase selection criterion or price portion to user focus. Direct market survey research that see item indicated by competition four provision shortcomings consequently in NEW MODEL development hereafter supplement and expectation. by contributing greatly in M/S security strategy hereafter because design development consisted for side that improve.

• Korea Journal of Hospital Management
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• v.1 no.1
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• pp.108-135
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• 1996

This paper investigates the current feature of management strategy of hospitals in Korea, and examines the relationships between adoption of a particular strategic orientation and the hospitals environmental and organizational characteristics, strategic behaviors and management improvement activities, and financial performance. Data were collected from CEOs of 88 hospitals among 650 hospitals for a 13.5% response rate using the self-administered questionnaire by mail survey. The major findings that obtained are as follows: 1. Only 37.2% of response hospitals carried out strategic planning, Most of these hospitals established the first strategic planning in 1991(81.3%) and renovated strategic planning by 4 or 5 years(56.3%), and modified strategic planning with flexibility(59.4%). Most strategic plans were documented, but informalized(68.8%). And only 29.0% of these hospitals had independent planning division. 2. Hospital services that CEOs assessed rank ordered for their impact on profitability are as follows: i)diagnostic ultrasound facility, computerized tomography scanner, obstetric inpatient unit, therapeutic X-ray, and physical therapy at present. ii)diagnostic ultrasound facility, physical therapy, computerized tomography scanner, emergency department, and health screening at future. And the services rank ordered that CEOs hoped to introduce are as follows: emergency department, physical therapy, health screening, volunteer services, and computerized tomography scanner. 3. Using a typology developed by Miles and Snow(l978), the strategic orientation of response hospitals are shifting significantly from defenders in the past to analyzers in the present, and to prospectors in the future(p<.01). 4. With regard to hospital environmental and organizational characteristics such as ownership, physician training, location, bed size, and hospital management training career and specialty of CEOs, the four strategic orientation archetypes varied not significantly. But, hospitals with a analyser orientation in the present and a reactor orientation in the future perceived competition significantly higher than the other three archetypes(p<.05). 5. The four archetypes rank ordered in terms of appling strategic behaviors and management improvement activities are as follows: prospector, analyzer, reactor, and defender. 6. The four archetypes differed significantly in terms of their financial performance using revenue per bed(p<.05). Reactors and prospectors in terms of total revenue per bed, prospectors in terms of outpatient revenue per bed, and reactors and prospectors in terms of inpatient revenue per bed had the best performance.

• Journal of the Korea Society of Computer and Information
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• v.20 no.11
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• pp.175-181
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• 2015

In this paper, based on the reference, we try to review the second issues about opening medical market and health care privatization by each topic and propose the measures and alternatives. Currently, in Korea, connection with launch of the WTO system and force of the FTA, the medical industries getting liberalization and globalization. Thus, it is expected to plunge to full-free competition system, and Korean medical institutions started the global competition which completely different dimension. It means that according to the liberalization of the healthcare market the real problem can be caused and also, the incessant discussion and effort for the implementation of international community are needed. Regard to attracting foreign patients and opening medical markets, the government also spreading the continued advancement strategy politically until now. However, generating problems with implication is inevitable and measures and alternatives to it are also needed. In accordance with the opening, the accompanying suggestions is medical privatization, that is, whether the health care pursue the profit not the not-for-profit and the current hospitals in Korea they are leaved as non-profit hospitals and let the make the subsidiary as general commercial enterprises, it seems indirect. However, it is like a healthcare privatization virtually thus, implication seem be large. Of course, through the public opinion and legal reservation, the liberalization and privatization of medical market can be delayed or not forced. It would be not fit in the flow of the inevitable globalization, it can be inhibited national interest and economic development also, and it can be the critical implications which shake the health system and collapse of the domestic health care market.

• Research in Community and Public Health Nursing
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• v.9 no.2
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• pp.533-549
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• 1998

This descriptive study was designed to measure the degrees of work stress and job satisfaction and use interpersonal conflict resolution strategy as an attempt to provide clinical nurses basic data to develop strategies releasing work stress and improving job satisfaction. These data were collected from 367 clinical nurses working in 9 hospitals nation-wide from May 1, to June 30, 1998. A structured questionaire was used for data collection. The questionnaire included Kim and Koo's work stress scale, Lee's interpersonal conflict resolution strategy scale and a Minesota satisfaction questionnaire. Data analysis was done by the use of the SAS computer program with descriptive statistics, t -test, ANOVA, Scheffe test, Pearson Correlation Coefficient and Cronbach - ${\alpha}$. The results were as follows 1. The mean score of work stress for the subjects was 4.34(SD=0.64). The highest scored reasons for work stress were 'inadequate com pensation' 4.93(SD=0.86), 'lack of professional knowledge and skill' 4.70(SD=0.92) and 'unsatisfactory relationship with superior authorities' 4.63(SD=0.97). The lowest scored reasons were 'unsatisfactory relationship with inferior staff' 3.72(SD=1.02), 'inadequate mechanical environment' 3.72(SD=1.11) and 'interpersonal problems' 3.85 (SD=1.06), The work stress in clinical nurses differed significantly depending on the hospital type (F=4.00, p=0.0082). 2. The clinical nurses used compromise(45.1%) as the best interpersonal conflict resolution strategy. The second was collaboration(32.8%), the third accomodation(14.2%), the forth avoidance(4.2%) and the fifth competition(3.6%). 3. The item score of job satisfaction of the subject was 3.00(SD=0.43), The job satisfaction in clinical nurses differed significantly depending on age(F=5.67, p=0.0000), marital status(t= -1.89, p=0.0511), academic career(F=5.84, 0.0001), official position (F=7.38, p=0.0001), and work career(F=6.33, p=0.0001). 4. The result of the analysis of relationship between work stress and job satisfaction was significant(r= -0.34, p=0.0000). In conclusion, it was found that work stress was very high in clinical nurses. They used interpersonal conflict resolution strategies to release their interpersonal problems and to increase their job satisfaction. Therefore, adequate stress management for clinical nurses will provide them with higher job satisfaction and hence lead to more qualitified nursing care.

• Korea Journal of Hospital Management
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• v.22 no.1
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• pp.40-50
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• 2017

The purpose of this study is to develop the KPIs(Key Performance Indices) needed to improve management and strategy in the dental clinic based on the four perspectives of BSC(Balanced Scorecard). The questionnaire was conducted on 52 dentists approved by Dental Managment Research Committee in Seoul National University as a panel. Using the Delphi technique, the top five KPIs for each point of perspective in BSC were extracted from KPI pools. In the third survey, the top five KPIs of all points were compared with each other through AHP(Analytic Hierarchy Process) method, and priority and overall importance rankings were calculated. The biggest difference in the three level AHP results was the customer perspective took priority to others. In the second survey, the financial perspective, which was number one, was pushed back. The overall significance of KPIs was in the order of customer, internal process, finance, learning and growth perspective, with the exception of medical profits (5th of 20) and new patient growth (10th of 20). We were able to overcome the limitations of the Delphi Technique with the AHP method. In general, the financial perspective in BSC is known to be the most important, but we conclude that the customer perspective is more important through the pairwise comparison survey. In the current dental service market, which is a long-term recession, excessive competition, customer satisfaction and customer relationship management seem to be the first goal to pursue in dental clinic.