• Journal of Korean Academy of Nursing
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• v.19 no.2
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• pp.212-222
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• 1989

When the head nurse who is pivotal in the nursing service administration of the hospital performs efficiently as a first-line manager, the effectiveness of the nursing unit, which includes the quality of nursing care, the jab satisfaction of staff members, and the cohesiveness of staff members is increased. With this point of view in mind, the researcher carried out a study to determine the actual work (the content of the work, the work process, the role of the head nurse, the activity media, and the purpose of the work) of the head nurse in a university hospital in Korea. In addition, this study was also carried out for the purpose of preparing an ideal model for the work of the head nurse. The research subjects were 39 head nurses. This included all the head nurses in two university hospitals except those who were working in outpatient care, operating rooms, central supply, nursing administration, in-service education and emergency care. Data were collected from September 24th to October 21th, 1987 and April 4th to 12th, 1988. A work activity record on which the head nurse recorded directly in a chronological narrative form, was used as the research instrument. The 234 work activity records, 39 head nurse's continuous recording over 6 days(from Monday to Saturday) were collected and analysed. The results were as follows ; 1. With regard to the work content for the total daily work of the head nurse, 45.2% of the activities were managerial activities but 58.1% of the head nurse' s time was spent in direct patient care. 2. With regard to the work process of the head nurse, specifically the location, the size and membership of groups contacted, the results were as follows : 1) Of the total daily work activities 92.4% were carried out in the nursing unit and this occupied 84.5% of total daily work time. Direct patient care was generally performed on the nursing unit and managerial work was performed in other areas. 2) Of the total daily work activities, 73% was with one or more persons and 51.2% of total daily work time was spent in groups. 3) A total of 51 persons, working in different capacities were contacted. These included 21 persons giving patient care, 19 persons working in nursing unit management, and 7 persons working in human resource management. 3. With regard to the head nurse's role in work activity, 53.3% of total daily work activities involved the informational role, 26.9%, the interpersonal role and 19.9%, the decisional role. With regard to time, 57.7% was spent in the informational role, 23.9%, in the interpersonal role and 18.3%, in the decisional role. When the head nurse performed managerial work, she gave nearly equal emphasis to all three roles when she gave direct patient care the informational role was increased. 4. With regard to the activity media, the number of unscheduled activities accounted for 27.1% of the activities, scheduled activities, 24.3%, desk work activity, 22.1%, rounds, 12.5% and telephone calls, made or received, 14.0%. In daily total work time managerial work related to desk work and scheduled activities were high, ranging from 29.8% to 29.9% but for direct patient care time, scheduled activities and unscheduled activities were high, ranging from 23.6％ to 35.3%. 5. With regard to the purpose of the work performed, 54.4% of the total daily work was concerned with the team and 41.4% was concerned with the agency. The managerial work was concerned mainly with the team and the direct patient care was concerned mainly with the patient. When the frequency of an activity and time were compared no significant difference was found between the days for which the work was recorded for any of the variables : the work content, the work process, the work role, the activity media and purpose of the work. On the basis of this study the following are proposed as an ideal model for head nurse work in Korea : The managerial work should be increased to 70%. The decisional role activities should be increased to 40%. Twenty percent of the work activity should be allocated to agency, community and profession. It is believed that this model for the head nurse's work can contribute to guidelines for job description development. Finally, educational programs, organizational and structural devices, and administrative support are needed for the proper function of the head nurse in this proposed model.

• Journal of Korean Society of Transportation
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• v.23 no.5 s.83
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• pp.47-55
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• 2005

Roads deeply affect the life of people and keep doing an important role to support economic growth of a country. According to the budget plan of the ministry of construction and transportation of Korea, 8.1 trillion won have been allotted for road investment in the year of 2002 which occupy 61% of the transportation infrastructure special account (13.3 trillion won) and 4.7% of the total national budget (1,740 trillion won). It is true that services generated from road investment such as mobility enhancement and increased accessibility have shown positive effects through shortened travel time and decreased vehicle operating cost. However, it is also notable that many negative effects are gradually being discussed and those are nowadays getting severer due to enhanced people interests about road construction, increased concerns on environment and active public involvement that were evoked by traffic accidents, air pollution & noise and destruction of environment. Road construction processes in Korea are normally governed by administrative sectors (suppliers) not by users. These processes ate very weak to accomodate user s needs and community concerns thus easy to fail finalizing a road project without hassles. A public hearing process is supposed to be held in the processes of detailed design step and the environmental impact analysis. However, it is not enough to grab user's needs and community concerns. Increased public involvement frequencies, optimized public involvement timing and enhanced depth of public involvement magnitude are suggested to improve the current poor public involvement schemes in road planning and design processes. The application of these recommended methods to the road planning and design processes may guarantee the change from the current supplier-oriented schemes to the new user-oriented one. Also, this study suggests to reset objectivity and clarity of road construction process, to make conciliation guidelines based on many practical cases that produced good results, to introduce public involvement techniques in a stepwise basis, and to foster the professionals via education and training programs.

• Analytical Science and Technology
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• v.15 no.5
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• pp.417-426
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• 2002

Inductively Coupled Plasma Dynamic Reaction Cell Quadrupole Mass Spectrometry (ICP-DRC-QMS) was characterized for the detection of the six naturally occurring calcium isotopes. The effect of the operating conditions of the DRC system was studied to get the best signal-to-noise ratio. This experiment shows that the potentially interfering ions such as $Ar^+$, ${CO_2}^+$, ${NO_2}^+$, $CNO^+$ at the calcium masses m/z 40, 42, 43, 44 and 48 were removed by flowing $NH_3$ gas at the rate of 0.7 mL/min $NH_3$ as reactive cell gas in the DRC with a RPq value (rejection parameter) of 0.6. The limits of detection for $^{40}Ca$, $^{42}Ca$, $^{43}Ca$, $^{44}Ca$, and $^{48}Ca$ were 1, 29, 169, 34, and 15 pg/mL, respectively. This method was applied to the determination of calcium in synthetic food digest samples (CCQM-P13) provided by LGC for international comparison. The isotope dilution method was used for the determination of calcium in the samples. The uncertainty evaluation was performed according to the ISO/GUM and EURACHEM guidelines. The determined mean concentration and its expanded uncertainty of calcium was ($66.4{\pm}1.2$) mg/kg. In order to assess our method, two reference samples, Riverine Water reference sample (NRCC SLRS-3) and Trace Elements in Water reference sample (NIST SRM 1643d), were analyzed.

• Korean Security Journal
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• no.37
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• pp.325-354
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• 2013

The concept of national security and the fundamental system for crisis management have departed from traditional methods and the importance of a national critical infrastructure crisis management has been emphasized. A national critical infrastructure crisis means a situation where human resource, material and functional system that may have a material effect on the critical functions of the government, the vitality and integrity of society, national economy and the safety of the public becomes disabled due to causes such as terrorism or major disasters. Although North Korea had been subject to numerous rounds of negotiations and sanctions as it continually developed nuclear weapons since the 1960s, it has also showed off its nuclear armaments through successful nuclear testings and missile launches. As the development and threat of North Korea's weapons of mass destruction becomes more noticeable and the range of its risk expands, this study focuses on the potential for an absence of leadership for national crisis management where the country's leadership, which should serve the critical role and function of handling national crises, becomes completely destroyed by the unexpected initial attacks by North Korea. As a result, the purpose of this study is to propose safety measures for the country's leadership in preparation for North Korea's threat of nuclear weapons by examining the concept and degree of risk of weapons of mass destruction with a focus on nuclear weapons, analyzing the substance of the threat of North Korean nuclear weapons and evaluating such threat. In conclusion, first, to ensure the normal functioning of a national crisis management system in the event of a national crisis, we must seek safety measures that conform to the scope and succession order of the leadership of the national crisis management for an Enduring Constitutional Government (ECG) and the Continuity Of Operations (COOP). Second, in the event of a national ceremony, the gathering of the country's leadership all together in an open place should be avoided. In unavoidable circumstances, the next in rank that will act on behalf of the current leader should be designated and relevant safety measures should be taken. Third, during time of peace, in preparation for national crises, the scope of protection for the country's leadership should be prescribed and specific security and safety measures should be implemented. Fourth, the succession order for acting president in the case of the death of the president pursuant to Articles 71 and 26(1) of the National Government Organization Act should reconsidered to see whether it is a reasonable provision that takes into consideration a national crisis management that corresponds to the threat of North Korean nuclear weapons and weapons of mass destruction. Pursuant to the Basic Guidelines for National Crisis Management set out under Presidential Directive No. 229, the Korean government is currently operating a case-by-case "crisis management standard manual" and its sub-manuals and has also prepared the Presidential Security Service's security and safety measure regulations regarding the acting president. Therefore, the Korean government should actualize the above points in the case-by-case crisis management standard manual and security and safety measure regulations regarding the acting president to implement and legislate them.

• The Journal of Korean Institute of Communications and Information Sciences
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• v.33 no.10B
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• pp.946-961
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• 2008

This study aims to provide guidelines on future policy for restructuring the scheme of aid programs associated with If small and medium-sized enterprises (i.e. SME) in Korea. For this purpose, we investigate an empirical dataset of recent aid programs deployed by Ministry of Information and Communication (i.e. MIC) for the last four years First, it is examined that the programs are practiced in accordance with their own policy objective by comparing matching samples between two groups such as program beneficiary and non-beneficiary companies. Second, positioning transition of programs within a same category is visualized in terms of two business portfolio analysis matrices. Third, an affiliation network matrix of (he programs is newly developed and then we attempt to analyze the programs relationship by the application of multidimensional scaling method to the affiliation network matrix. The empirical dataset is composed of two different kinds of corporate datasets. One is a corporate dataset of 8,994 beneficiary companies that are aided by MIC during the year of '03-'06. The other is also a corporate dataset of 18,354 non-beneficiary companies that have no records of the program supports during the years at all. Particularly, the matching samples of non-beneficiary companies are prepared in order to have comparable corporate age years (i.e. CAY) against beneficiary companies' CAY. Results show that; 1) up-to-date, the programs are properly assigned to IT SME conforming to their own policy objective; 2) however, as the year goes on, the following two distinct positioning transitions are revealed such as (1) both CAY and corporate sales (i.e. SAL) are increased simultaneously, (2) ratio of intangible assets (i.e. RIA) is decreased and ratio of operating gain to revenue (i.e. ROR) is increased. Hence, the role of the programs gets weakened with regard to providing seed money to technology innovation-typed IT SME so that a managerial adjustment of the programs is required consequently; 3) even though the model adequacy is not satisfactory through the analysis of multidimensional scaling method, the relationship of indirect-typed programs can relatively be stronger than that of direct-typed programs.

• Journal of agricultural medicine and community health
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• v.28 no.1
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• pp.67-77
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• 2003

Objectives: This study is designed to suggest the health service goals necessary for providing the more efficient services relevant to the requests of the community, through the evaluation on the operating status of the unified health subcenters. Methods: We visited total 5 unified health subcenters comprising 3 ones located in Gyeongsangbuk-do and 2 ones located in Gyeongsangnam-do from December 2000 to January 2001, and interviewed about the pre- and post-unified status related to manpower, facilities, equipment, medical service and health service quality, and the problems and improvement plans of the unified management. Results: According to the evaluation on the manpower before and after the unification of the health subcenters, the total employees increased by 2.8 persons on average from 6.8 to 9.6 persons in the investigated subjects. The numbers of doctors, dentists and nurses were almost the same as before. There were no clinical pathologic technician and radiological technician before but they were appointed to duty in 3 unified health subcenters later. The unification of the health subcenters has produced slight increases in the frequency of the medical service and dental treatment and considerable increases in that of the physical therapy and laboratory tests. In relating to the changes of the health service, the cases of visiting health care and ambulatory medical service, and the total number of health education participants were greatly increased after the unification. The number of cases undergoing the vaccination and cervical cancer screening was similar to that of the pre-unification while the patient number of the registration to hypertension or diabetes showed a tendency to increase a little. Since the unification of the health subcenters, the frequency of laboratory tests has been increased, but the quality of health service has not been improved yet. Nevertheless, the unification seems to be positive according to the result of the great improvement in visiting health care, ambulatory medical service and health education service. The problems of the unification of the health subcenters were indicated in indefiniteness of the service details between the workers; excessively large building hard to be effectively managed; insufficient medical instruments, inappropriation of working expenses, lack of professional training for the health education, etc. Conclusions: For further active functions of the unified health subcenters, the minimal allocation basis to appoint doctors, nurses and administrative workers to do the duty should be differentiated from the basis for a health subcenter, and the fundamental instruments needs to be expanded to improve the quality of the medical service and visiting health care service. Moreover, the unified health subcenter needs to have definite service details between the workers, and should improve the working efficiency through the development of service-related guidelines.

• Journal of Distribution Science
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• v.10 no.6
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• pp.39-53
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• 2012

It is widely known that knowledge management plays a facilitating role that contributes to upgrading organizational performance. Knowledge management systems (KMS), especially, support the knowledge management process including the sharing, creating, and using of knowledge within a company, and maximize the value of knowledge resources within an organization. Despite this widely held belief, there are few studies that describe how companies actually develop, share, and practice their knowledge. Companies in the domestic small franchise sector, which are in the early stages in terms of knowledge management, need to improve their KMS to manage their franchisees effectively. From this perspective, this study uses a qualitative approach to explore the actual process of knowledge management implementation. This article presents a case study of PB (Paris Baguette) company, which is the first to build a KMS in the franchise industry. The study was able to confirm the following facts through the analysis of target companies. First, the chief executive's support is a critical success factor and this support can increase the participation of organization members. Second, it is important to build a process and culture that actively creates and leverages information in knowledge management activities. The organizational learning culture should be one where the creation, learning, and sharing of new knowledge is developed continuously. Third, a horizontal network organization is needed in order to make relationships within the organization more close-knit. Fourth, in order to connect the diverse processes such as knowledge acquisition, storage, and utilization of knowledge management activities, information technology (IT) capabilities are essential. Indeed, IT can be a powerful tool for improving the quality of work and maximizing the spread and use of knowledge. However, during the construction of an intranet based KMS, research is required to ensure that the most efficient system is implemented. Finally, proper evaluation and compensation are important success factors. In order to develop knowledge workers, an appropriate program of promotion and compensation should be established. Also, building members' confidence in the benefits of knowledge management should be an ongoing activity. The company developed its original KMS to achieve a flexible and proactive organization, and a new KMS to improve organizational and personal capabilities. The PB case shows that there are differences between participants perceptions and actual performance in managing knowledge; that knowledge management is not a matter of formality but a paradigm that assures the sharing of knowledge; and that IT boosts communication skills, thus creating a mutual relationship to enhance the flow of knowledge and information between people. Knowledge management for building organizational capabilities can be successful when considering its focus and ways to increase its acceptance. This study suggests guidelines for major factors that corporate executives of domestic franchises should consider to improve knowledge management and the higher operating activities that can be used.

• Journal of Korea Entertainment Industry Association
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• v.14 no.7
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• pp.599-608
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• 2020

This study aims to investigate the performance and satisfaction of occupational therapists at the Dementia Relief Center for health care of the elderly in local communities, and to provide basic data necessary for role establishment by checking occupational therapists' tasks according to the priority. The subjects of this study were occupational therapists in dementia care centers in the Honam area and Gwangju Metropolitan City, who were surveyed via mail and e-mail. The survey had a total of 54 items covering the general characteristics of the therapists and current state of the centers (n=8), performance and satisfaction with the service areas and task content of the centers (n=45), and tasks that were considered important (one short-answer question). It was found that occupational therapists at the Dementia Relief Center were mainly carrying out the "Dementia Prevention Management Projects", which provided the programs for the patients, and they showed the highest satisfaction. Although the 'MMSE-DS' is occupational therapists' own area with high performance and satisfaction, it was not assigned to the occupational therapists at the Dementia Relief Center, indicating that the role was insufficient. The tasks related "administrative works and strengthening community capacities" showed low performance and satisfaction, but they are essential for the operation of the Dementia Relief Center and the management of the patients, so the plans to increase the occupational therapists' performance should be established. The categories of projects that occupational therapists consider important were also consistent with those they had to perform. It means the occupational therapists at the Dementia Relief Center recognized their unique roles. In this context, to establish the role of occupational therapist at the Dementia Relief Center, it is necessary to amend the operating guidelines based on the performance, satisfaction, and priorities of the projects, and to develop the curriculums and programs that can improve the tasks with insufficient performance and low satisfaction.

• Journal of Distribution Science
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• v.9 no.1
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• pp.17-27
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• 2011

As the world becomes more globalized, business competition becomes fiercer, while consumers' needs for less expensive quality products are on the increase. Business operations make an effort to secure a competitive edge in costs and services, and the logistics industry, that is, the industry operating the storing and transporting of goods, once thought to be an expense, begins to be considered as the third cash cow, a source of new income. Logistics centers are central to storage, loading and unloading of deliveries, packaging operations, and dispensing goods' information. As hubs for various deliveries, they also serve as a core infrastructure to smoothly coordinate manufacturing and selling, using varied information and operation systems. Logistics centers are increasingly on the rise as centers of business supply activities, growing beyond their previous role of primarily storing goods. They are no longer just facilities; they have become logistics strongholds that encompass various features from demand forecast to the regulation of supply, manufacturing, and sales by realizing SCM, taking into account marketability and the operation of service and products. However, despite these changes in logistics operations, some centers have been unable to shed their past roles as warehouses. For the continuous development of logistics centers, various measures would be needed, including a revision of current supporting policies, formulating effective management plans, and establishing systematic standards for founding, managing, and controlling logistics centers. To this end, the research explored previous studies on the use and effectiveness of logistics centers. From a theoretical perspective, an evaluation of the overall introduction, purposes, and transitions in the use of logistics centers found issues to ponder and suggested measures to promote and further advance logistics centers. First, a fact-finding survey to establish demand forecast and standardization is needed. As logistics newspapers predicted that after 2012 supply would exceed demand, causing rents to fall, the business environment for logistics centers has faltered. However, since there is a shortage of fact-finding surveys regarding actual demand for domestic logistic centers, it is hard to predict what the future holds for this industry. Accordingly, the first priority should be to get to the essence of the current market situation by conducting accurate domestic and international fact-finding surveys. Based on those, management and evaluation indicators should be developed to build the foundation for the consistent advancement of logistics centers. Second, many policies for logistics centers should be revised or developed. Above all, a guideline for fair trade between a shipper and a commercial logistics center should be enacted. Since there are no standards for fair trade between them, rampant unfair trades according to market practices have brought chaos to market orders, and now the logistics industry is confronting its own difficulties. Therefore, unfair trade cases that currently plague logistics centers should be gathered by the industry and fair trade guidelines should be established and implemented. In addition, restrictive employment regulations for foreign workers should be eased, and logistics centers should be charged industry rates for the use of electricity. Third, various measures should be taken to improve the management environment. First, we need to find out how to activate value-added logistics. Because the traditional purpose of logistics centers was storage and loading/unloading of goods, their profitability had a limit, and the need arose to find a new angle to create a value added service. Logistic centers have been perceived as support for a company's storage, manufacturing, and sales needs, not as creators of profits. The center's role in the company's economics has been lowering costs. However, as the logistics' management environment spiraled, along with its storage purpose, developing a new feature of profit creation should be a desirable goal, and to achieve that, value added logistics should be promoted. Logistics centers can also be improved through cost estimation. In the meantime, they have achieved some strides in facility development but have still fallen behind in others, particularly in management functioning. Lax management has been rampant because the industry has not developed a concept of cost estimation. The centers have since made an effort toward unification, standardization, and informatization while realizing cost reductions by establishing systems for effective management, but it has been hard to produce profits. Thus, there is an urgent need to estimate costs by determining a basic cost range for each division of work at logistics centers. This undertaking can be the first step to improving the ineffective aspects of how they operate. Ongoing research and constant efforts have been made to improve the level of effectiveness in the manufacturing industry, but studies on resource management in logistics centers are hardly enough. Thus, a plan to calculate the optimal level of resources necessary to operate a logistics center should be developed and implemented in management behavior, for example, by standardizing the hours of operation. If logistics centers, shippers, related trade groups, academic figures, and other experts could launch a committee to work with the government and maintain an ongoing relationship, the constraint and cooperation among members would help lead to coherent development plans for logistics centers. If the government continues its efforts to provide financial support, nurture professional workers, and maintain safety management, we can anticipate the continuous advancement of logistics centers.