• Journal of Korean Library and Information Science Society
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• v.23
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• pp.285-328
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• 1995

This study is an attempt at developing an organizational model for collection development a n.0, pplicable to Korean university libraries at their present stage of development. An emphasis is placed on the discussion of the 'subject a n.0, pproach' as compared to 'functional a n.0, pproach' in collection development work. The case history of Pusan National University Library is extensively used. The proposed collection development model consists of the following elements : - To form a collection development team and to place under the team leader subject bibliographers as follows: Bibliographer for Serials Bibliographer for Humanities Bibliographer for Social Sciences Bibliographer for Sciences and Technologies - Collection development team could operate as a separate department or as part of other departments, i. e., Deputy Director's office, Acquisitions and Processing Department, or Resources Management Department. - Collection development team takes up the responsibility for policyrelated collection work, i. e., budget allocation, evaluation of existing collection, building core collection, preservation, weeding and cooperation. - Designated certified librarians located at the(planned) subject libraries take up the responsibility for selection. Subject bibliographers cooperate with selection librarians and coordinate their work. - Certified librarians at the Acquisitions and Processing Department are assigned subject areas. They operate as acquisitions librarian and processing librarian simultaneously with their assigned subject materials.

• Journal of Fisheries and Marine Sciences Education
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• v.26 no.2
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• pp.284-295
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• 2014

The purpose of the study was to validate the components of practical collaborative competencies by analyzing the perceptions of corporate personnel on practical collaborative competencies. The study reviewed the theories of collaborative intelligence, collective intelligence, cooperative learning, and learning communities. Based on the results of the literature review, the study derived seven categories of participative motivation for group activities, ability to share thinking and consciousness, motivation to share experiences, ability to control emotion, ability to promote interaction, creativity, and collaborative performance as the core competencies. To validate the elements, survey was conducted for 186 corporate personnels. The results showed that the personnels perceived the following elements as important collaborative competencies: participative motivation for group activities, motivation to form participatory atmosphere, ability to manage conflict effectively, ability to form relationships, ability to form positive team atmosphere.

• Journal of Engineering Education Research
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• v.21 no.1
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• pp.14-26
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• 2018

The goal of this study was to explore topic defining patterns of students in interdisciplinary Capstone Design Class. Thematic analysis methodology was used to examine 85 Korean college students' lived experience of project topic generation which is for interdisciplinary capstone design class and Individual open-ended survey for constituted the data sources. Findings show four contexts of student's topic defining patterns using thematic analysis including (a) one leader's directed problem representation, (b) team common decision making after brainstorming, (c) empathy with professor proposed issue, (d) problems offered to students by corporate or research competitions. Based on research result, I could suggest instructional strategies of Capstone Design Class of teacher for helping their students' topic defining. It was necessary to minimize the opinions of the instructors at the beginning of class and minimize the number of team members. And also it provided a lot of opportunities to collaborate with companies in the topic selection process, it will help to develop the students' ability to determine the valuable topic in project.

• Korean Journal of Cleft Lip And Palate
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• v.11 no.2
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• pp.59-63
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• 2008

Craniofacial Centre at Children's Hospital Boston is a worldwide leader in the care of children and adolescents with craniofacial anomalies especially with cleft lip and/or cleft palate, which provides a team approach to the evaluation, diagnosis and treatment of children and adults with congenital (present at birth) or acquired facial deformities. This is staffed by an experienced team of clinicians, such as in oral and maxillofacial surgery, plastic surgery, neurosurgery, dentistry, audiology, speech and language pathology, genetics, psychiatry, otolaryngology, and social work, all with specialized training in the care of children with craniofacial anomalies. Here, there is a short introduction of history, attending surgeons, works, and sequential treatment for cleft lip/palate patients about this institution.

• The Korean Journal of Applied Statistics
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• v.23 no.3
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• pp.559-571
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• 2010

The Demand-Control model has been one of the most popular theoretical models to explain job stress. This study extends the Demand-Control model to the team level and examines the relationship between job demand and job stress to tests the moderating effect of the `team relationship climate' on the relationship between job demand and job stress. Data were collected from 34 teams across 19 organizations and analyzed using HLM. The results showed that job demand was significantly related to job stress. Based on the team level analysis, the team relationship climate was found to moderate the relationship between job demand and job stress. In addition, the consideration behavior by the leader was significantly correlated with the team relationship climate. Finally the theoretical and practical implications and limitations of this study were discussed.

• Journal of Korean Neurosurgical Society
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• v.29 no.12
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• pp.1620-1627
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• 2000

Objectives : DAMA cases were analyzed to examine what the main casual factors of DAMA were and how to deal with these cases effectively in hospital with the DAMA interdisciplinary team including medical social worker whose role is to perform psycho-social assessment, family counsel, to evaluate family's DAMA need. Patients and Methods : The content analysis of medical record and social work record were reviewed in 37 cases referred by medical doctor to DAMA team. These cases were reported by patients' self discharge request or family's request for discharge from September 1998 to February 2000. The DAMA team consists of Assistant Director of Hospital as team leader, medical staff in-charge, social worker, QI nurse, other staff members who are not involved in direct treatment for patient, and administrative clerk. Results : The results of content analysis are as follows : 1) The most causal factors of DAMA consist of combination of more than 2 factors. 2) The major decision-maker is revealed to be son and daughter of patient. 3) In 59.4% of cases, family was not informed of patients' prognosis, alternatives, the consequence of DAMA at all. 4) In cases of DAMA report, the rapid intervention of social worker is carried out. Conclusion : In this study, we propose the interdisciplinary team approach to make decision legitimately and ethically for DAMA. The suggestions from this study are as follows : 1) To deal with DAMA case properly, the interdisciplinary team approach should be considered. 2) The criteria for DAMA case should be formed carefully. For the explicit selection of DAMA case, preliminary system for high-risk patient screening is recommended. 3) The medical social worker is available for the psycho-social problems of the patient once family members. For the effective family counselling, discharge planning and nursing home placement, the participation of medical social worker should be mandatory.

• Journal of Korean Academy of Nursing Administration
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• v.11 no.2
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• pp.195-207
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• 2005

Purpose: The purpose of this study was to confirm the change of nursing organizational characteristics and to define the difference of organizational outcome by measuring the organizational commitment and job satisfaction perceived by nursing staffs and patient satisfaction before and after organizational redesign. Method: The structured questionnaires of which contained organizational characteristics, organizational commitment and job satisfaction were developed from previous published studies after modification by researcher. The questionnaires were distributed to 1,200 and 679 nurses before and after nursing organizational change. patient satisfaction were measured before and after organizational change by direct interview with structured questionnaire from 1,566 and 1,291 patients. Results: 1. The organizational characteristics were significantly increased and the leadership of team leader and head nurse was significantly increased among the factors of organizational characteristics. 2. Organizational commitment was showed decreased tendency, but the difference was not significant. Job satisfaction was increased significantly and administration, autonomy, and job tasks were increased significantly in the factors of job satisfaction. Patient satisfaction was also increased significantly. 3. There was significant positive correlation between organizational commitment and job satisfaction and also job satisfaction and nursing organizational characteristics. All factors of organizational characteristics and satisfaction in present working unit were major factors to influence organizational commitment and explained 43.8% in a significant level by multiple regression analysis. The major factor which affect job satisfaction were the factors of nursing organizational characteristic except 'interaction with team leader' and satisfaction in present working unit among general characteristics and these factors explained 58.8% of job satisfaction. Conclusion: In conclusion, the nursing organizational change was very effective to bring about desirable change in nursing organizational characteristics and also to improve job satisfaction and patient satisfaction. Therefore the nursing productivity and comparability would be increased when the nursing organizational change is accomplished by the way of improving the factors of organizational characteristics and it would be followed by the promotion of job satisfaction and organizational commitment.

• Journal of the Korea Convergence Society
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• v.11 no.1
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• pp.41-50
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• 2020

This paper analyzed leadership behavior and employee performance through empirical analysis method based on AMO theory. In this study, the ability of the leader (A), task motivation (M), and opportunity (O) were chosen as factors to analyze the relationship between transformative leadership and job performance of the subordinate staff, and the self-efficiency (O) and intrinsic motivation (M) were selected at the individual level and team atmosphere (O) at the organizational level to build a research model. 507 valid data were obtained from the survey and statistical analysis was conducted using SPSS23. Studies have shown that transformative leaders have a significant impact on employee performance. This study provides research results of empirical theory to understand the behavior of the leader in the performance of the employees and also suggests implications for the management of the company's human resources.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.40 no.3
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• pp.123-137
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• 2017

Competitiveness of small and medium companies often rely on the competency of their employees. Many employees however try to move to better environments if possible, which results in high uncertainty in maintaining solid human resources. The purpose of this paper is to investigate the influencing factors of turnover intention and organizational loyalty of the early experienced, especially three to five years experienced, employees in the small and medium enterprises. A survey had been conducted using both LMX (Leader Member eXchange) and TMX (Team Member eXchange) as an effort to test the impact of strategic human resource management factors on turnover intension and organizational loyalty. It has been observed that the level of LMX is critical on the turnover intension, while the levels of LMX and TMX are positively related to the organizational loyalty. Especially significant mediation effect affects on the organizational loyalty for TMX via LMX in the serial structure. The human resource management factors become effective under the circumstances where leader and team members exchange activities are activated. These findings can be used in reducing turnover intention and increasing organizational loyalty of early experienced employees by enhancing the leadership training of middle level managers of the small and medium enterprises organizations. Besides, a set of active communication channels should be provided for the young employees so that they can share their work experiences and difficulties within the organization. The key results of this study may help the practitioners set up a management plan to maintain a low turnover rate for their organizations.

• Korean Journal of Adult Nursing
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• v.20 no.2
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• pp.353-363
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• 2008

Purpose: This study was conducted to develop a timeout protocol as the process of patients verification in the operating room, and to evaluate its effects. Methods: The timeout protocol was developed based on the experience of practices and the universal protocol of JCAHO 2004. The subjects of this study were 192 surgical members working in the operating room at an university hospital in Daegu, Korea. Results: The timeout protocol was developed in six steps; participants verification, encouragement of compliance, verification of right 3 PSP, agreement of surgical team members, verification of the parties to a patient, patient agreement. The data which have been resulted from the experimental group show significantly higher than those of control group as follows; cognition(t = -6.580, p = .000), contents of performance; progress of anesthesiologist as leader(${\chi}^2$ = 29.029, p = .000), verification of right patient, right site and right procedure(${\chi}^2$ = 40.663, p = .000), participation of surgical team(${\chi}^2$ = 68.412, p = .000), and the number of cases of performance(${\chi}^2$ = 242.900, p = .000). Conclusion: It suggests that medical accidents caused by failures in a preoperative verification process can be prevented if a timeout is conducted active involvement and effective communication among surgical team members for a final verification of the correct patient, procedure, and site.