• International Journal of Computer Science & Network Security
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• v.22 no.8
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• pp.217-221
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• 2022

The article analyzes the main theoretical approaches to the formation of managerial competencies and establishes the degree of development of the problem. The content of the concept of "managerial competence" has been clarified, to determine the structure of managerial competencies of a future specialist in the education system and indicators of the formation of managerial competencies. The organizational and pedagogical conditions necessary for the effective process of forming the managerial competencies of future specialists are revealed. The following research methods were used in the work: theoretical (analysis of regulatory documents and scientific literature on the problem under study, comparison, generalization, modeling), empirical (diagnostics of the level of formation of managerial competencies of students of the system, questioning, observation, peer review, comparative qualitative and quantitative analysis of diagnostic results the level of formation of managerial competencies).

• The Journal of Korean Academic Society of Nursing Education
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• v.23 no.3
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• pp.252-267
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• 2017

Purpose: This study aimed to investigate clinical nurses' perception on nursing managerial competencies. Methods: This was a descriptive study. The data were collected from 198 nurse managers who had worked in six general hospitals using a self-reporting questionnaire. Data were analyzed by descriptive statistics, t-test, ANOVA, and Importance-Performance Analysis. Results: Only 32% of the participants had experienced nursing managerial competency training. The mean score for perceived performance of nursing managerial competency was lower than that for perceived importance. There were significant differences in perceived importance, performance, and importance-performance gaps among head, charge, and staff nurses. Importance-performance analysis showed that three of the 30 nursing managerial competencies require further development: staffing, human resources development and education, and nursing standard development competency. There were significant differences in importance-performance gaps according to age, career years in current hospital, work shift, position, nursing delivery system, and nursing managerial competency-education experience. Conclusion: A training program for developing and improving nursing managerial competencies which is focused on the gaps in importance and performance level is needed for clinical nurses. In addition, it should be considered to improve nursing work conditions such as nursing delivery system and formal appointment in order to increase the performance of nursing managerial competencies.

• Journal of Korean Academy of Nursing Administration
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• v.20 no.4
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• pp.437-445
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• 2014

Purpose: The aim in this study was to identify head nurses' nursing performance according to their managerial competencies and professional nurse autonomy. Methods: From January 15 to January 31, 2013 a survey was distributed to 200 head nurses working in 5 tertiary hospitals in B city and J city. The response rate was 80% (160 responses). The survey content included the Managerial Competencies Scale (MCS), Schutzenhofer professional nurse autonomy Scale (SPNA), and Nursing Performance Scale (SPNA). Results: The score for MCS was 4.53, for SPNA, 177.05, and for SPNA, 4.62. Nursing performance was related to managerial competencies (${\beta}=0.741$; p<.001; SE=0.059) and professional autonomy (${\beta}=0.135$; p=.010; SE=0.001). These factors accounted for 64.8~67.3% of the variability in nursing performance. Conclusion: Results indicate that head nurses' performance would be improved through increased nursing managerial competencies and expansion of professional autonomy suggesting a need to develop work systems designed to achieve high managerial competency and professional autonomy in head nurses.

• Journal of Society of Preventive Korean Medicine
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• v.19 no.2
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• pp.57-66
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• 2015

Objective : This study aims to investigate the priority of education needs of managerial competencies for Korean Medicine doctors. Method : Self-administered questionnaires were sent via on-line survey system to 4,107 Korean Medicine (KM) doctors who were registered in the Association of Korean Medicine and whose business places were in Seoul. The cognition of necessities, present levels, and future importance of managerial competencies were measured. To measure the degree of educational needs on health management, t-test and Borich method were used. Results : The response rate was 1.9%(79 persons) and 68 responses were included in the analysis. The cost-effectiveness studying ability and the public relations ability were the most important competencies. Analyzing the competency groups by t-test and Borich method, the marketing group was the most important competency group. Many KM doctors (53 persons; 68.9%) who answered this questionnaire expressed needs of the business administration course. Conclusion : KM doctors conceded the necessity of business competency to manage their hospitals or clinics. Academic institutions needs to consider the implementation of business administration courses for KM students in accordance with needs of the managerial competencies.

• The Journal of Information Systems
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• v.21 no.4
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• pp.31-54
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• 2012

Information Systems have played a strategic role in achieving business goal and become an essential tool in today's business environment. Thus, the number of developing SI project has increased and it becomes complex and sophisticated. It is known that project manager's leadership could lead the project success. In this study, project manager's competencies are divided into two types, information competency(information-oriented mind, information utilization competency, information development competency) and managerial competency(project management, human relationship, project expertise. The purpose of this study is to examine the effect of information competency and managerial competency on the SI project success and to find out the moderating effect of project size. The result of this study reveals that information utilization competency, project management competency and human relationship have a strong relationship with both customers and suppliers side of projet success. Moreover, the relationship between managers' competencies and project success is shown to be different by project size. The result of this study implies that each managers' competencies has to be developed and applied according to project's complexity and size.

• The Journal of Korean Academic Society of Nursing Education
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• v.30 no.1
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• pp.82-95
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• 2024

Purpose: This study aimed to identify the needs for the managerial competencies of nurse managers in general hospitals. Methods: A cross-sectional design was used. The participants were 203 nurse managers, 141 head nurses or unit managers, and 62 directors or team managers from 17 general hospitals. Data were collected by a self-administered questionnaire with 42 nursing management competencies and 181 behavioral indicators. Participants rated the importance and performance of each indicator. Data were analyzed using a paired t-test, independent t-test, importance-performance analysis, Borich's needs assessment model, and locus for focus model. Results: In all 42 competencies, importance was rated significantly higher than performance. The head nurses or unit managers had high demands for "human resource development," "performance management," and "information management," while the directors or team managers had high demands for "change management." Competencies in high demand in both groups were "development of nursing standards" and "self-management." Conclusion: Based on the results, it is necessary to select priorities and prepare educational content when developing educational programs to strengthen the nursing management competencies of general hospitals' nurse managers.

• The Korean Journal of Franchise Management
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• v.10 no.4
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• pp.31-42
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• 2019

Purpose : This study can provide various implications for the franchisors to expand activities related to franchise support or to develop andoperate an education program for foodservice franchise owners. Research design, data, and methodology : For those purpose, first, the literatureand literature related to the competency of domestic franchise owner were collected and reviewed through the Korea Education and Research Information Service (RISS). Second, the questionnaire was prepared based on the theoretical basis prepared through previous studies. Based onthe foodservice franchise owner's competency model presented by Kim & Lee (2019b), 13 franchise owner's competencies were marked with both 'What is' levels and 'What should be' levels. Therefore, the total questionnaire consists of 26 questions. Third, questionnaires were distributed and collected. This study used data from 55 surveys which were gathered from foodservice franchise owners in Seongnam-si. SPSS 25.0 was used to analyze the collected survey data. Descriptive and frequency analysis were conducted to analyze the demographic characteristics of the study subjects. Next, we conduct a t-test to analyze the difference between the level of 'What is' competencies by the franchise owners and the level of 'What should be' competencies. Descriptive statistics were used to derive the priorities of the 'What should be' competencies. The Locus for Focus model was used to derive the priorities of the required competencies. Result : Four competencies of team leadership, teamwork and cooperation, customer service, technical·professional·managerial expertise were found to be the first to be developed. Conclusions : The conclusions of this study are as follows. First, teamwork and cooperation competnecy, and team leadership competency, which are derived from the core competencies of foodservice franchise owners, are among the leadership competencies required as managers of organizations. Second, customer service competency and ttechnical·professional·managerial expertise competency derived from the core competencies of restaurant franchise owners belong to the job competencies. Third, the results of this study suggest that the foodservice franchisors will be able that will serve as a baseline to support the foodservice franchisors and franchise owners for sustainable mutual growth by encouraging their will and encouraging them to create results.

• Korea Journal of Hospital Management
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• v.9 no.2
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• pp.128-148
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• 2004

Both undergraduate and graduate programs in health services management(HSM) are recently established in colleges and universities in Korea, and the programs train their students for diverse sectors within the field of healthcare management, including hospitals, nursing facilities, consulting firms, health industries such as pharmaceutical, insurance companies, etc. This study investigates many of the managerial roles expected to graduates from academic curricula in HSM, and required competencies to be successful in their positions. The information of roles and competencies for HSM graduates were collected, and their importances were evaluated by healthcare management experts through a Delphi method. As the result, 11 items for present roles and 13 items for future roles were derived, and 15 and 16 items were derived for present and future competencies respectively. Utilizing the classification of work roles by Timmreck and that of managerial competencies by Robbins, the importance of roles and competencies of healthcare managers was analyzed and interpreted. The major domains of roles at present turned out to be 'organizer', 'planner', 'problem solver', and 'coordinator' in order according to importance. On the other hand, as graduates develop their careers, the domains of future roles would be changed to 'director' and 'planner'. For competencies, the most important domain at present was 'technical skill', but the future important domain was 'interpersonal and emotional intelligence'. The result of this study can be seen as an initial step toward improving the academic curricula of HSM in college and universities and promoting collaborative efforts between academic programs and on-site practices in healthcare industries.

• Journal of Home Health Care Nursing
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• v.26 no.1
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• pp.81-90
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• 2019

Purpose: In accordance with changes in the healthcare environment, it is necessary to understand managerial cost accounting for nurses. This study aimed to develop educational components of managerial cost accounting for nurses. Methods: This study is comprised of a comprehensive literature review, nominal group technique using focus group interview, audit by an expert group, and priority analysis. Results: The comprehensive literature review identified 15 educational components of managerial cost accounting. In the nominal group technique, the participants finally agreed on eight educational components of managerial cost accounting for nurses. The average content validity index of these components was 0.99. "Activity-based costing" scored the highest for relative importance (15.7%). Conclusions: These results can be used to develop an education program to strengthen nurses' managerial cost accounting competencies. Furthermore, it will be helpful to use a basis for the development of cost management curricula for nursing students and on-the-job training courses of nurse managers and executives.

• Journal of Korean Academy of Nursing Administration
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• v.3 no.1
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• pp.37-50
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• 1997

The purpose of this study was to identify the gap between need-level and demonstration-level in nursing managerial competencies. In addition, the study proposes solutions to narrow this gap. The results of this study are as follows : 1) The mean score for need-level of each item was 4.0, and for demonstration-level, 3.5. This indicates that military hospital head nurses demonstrate a higher level of managerial competencies than the moderate level on all items. But items which were related to resource/ cost/ information managament, staff development management and professionalism management got relatively low ratings in the need-level. 2) The mean score for need-level of each category was 4.14, and for demonstration-level, 3.53. Categories on the individual dimension got a higher rating than categories on the group or organization dimension in both need-level and demonstration level. 3) The gap between need-level and demonstration-level appeared in all items(p<.05) and categories(p<.001). Although the gap was relatively low, it indicates that it is essential to plan a developmemt program for all nursing management competencies for military hospital head nurses. 4) There were significant differences in the gap between need-level and demonstration-level according to specific characteristics of the subjects. The gap did not appear in many categories on the individual dimension where the number of nursing staff was more than 10, a major grade, ICU head nurse or for head nurses having a long career. 5) Need-level and demonstration-level showed a difference according to specific characteristics of the subjects, because need-level and demonstration-level were higher where the number of nursing staff was more than 10, a major grade, and for ICU or Medical ward head nurses. The categories which showed need-level difference and demonstration-level differences according to specific characteristics of the subjects existed almostly completely in the group and organization dimension. Gap-level differences according to the number of hospital bed existed in only two categories. 6) The general causes of the gap were indicated to be 'Knowledge/ skill/ experience deficit', 'Limitation of rules and systems/ Inappropriate organizational environment' for most items, categories, and dimensions. The results of this study indicate that extensive competency developing strategies must be developed, because a gap was found in all items and categories. Specially, there is a need to concentrate attention on competencies in the group and organizational dimension which had a wider gap level. And it is important to take an individual approach according to the cause for each gap. In order to produce effective competency developing strategies, top managers must have sinsights into the importance of nursing staff development and nursing officer's efforts to develop themselves must be achieved. Further multi-dimensional(education, personnel-policy, nursing/ organizational environment) solutions to the gap must be developed and utilized.