Video summary

간호관리학실습(2026)

Main summary

Key takeaways

Educational

Main ideas & concepts covered

1. Purpose of the training

This is an introductory (preliminary) clinical practice training for nursing management, conducted by the Nursing Department of Pusan National University Hospital.

Today’s session covers four topics:

  • Current status of the practice institution
  • Concepts of nursing management
  • Nursing administration and education
  • Nursing unit management

2. Pusan National University Hospital: mission, vision, and development

Mission: Contribute to human health and happiness through high-quality education, research, and medical care while respecting life.

Vision: Be trusted for best medical care; lead biomedical research; foster creative talent.

Historical milestones (key timeline points)

  • 1956: Began as Pusan National University College of Medicine affiliated hospital
  • 1988: Renamed to Pusan National University Hospital
  • 1994: Reopened as the Pusan National University Hospital Corporation
  • Major expansion/turning points:
    • 2008: Opened Yangsan Pusan National University Hospital and the Children’s Hospital
    • 2009: Opened Busan Regional Cancer Center
    • 2015: Opened Regional Trauma Center and Respiratory Disease Center
    • 2016: Began integrated nursing & care service ward operations
    • 2018: Completed first simultaneous kidney transplant surgery in Busan region
  • Quality/recognition:
    • 2021: Designated Grade 1 medical institution for five consecutive years (Ministry of Health and Welfare medical quality evaluation)
    • 2023: Only hospital outside the capital area to achieve highest grade for two consecutive years
    • 2023: Obtained accreditation as a tertiary general hospital

3. Nursing Department: mission/values, staffing structure

  • The Nursing Department aligns with the hospital’s mission/vision/direction.
  • Core values (5):
    • Customer-centered
    • Evidence-based
    • Passion
    • Respect
    • Collaboration
  • Staffing (as of Nov 25): 1,992 personnel (including nurses, assistants, and administrative staff)

Organization (Clinical Division: 7 teams)

  • Nursing Administration Education Team (administration + education for nursing)
  • Ward Team 1, Team 2
  • Special Nursing Teams 1, 2, 3
  • Outpatient Nursing Team (direct patient care responsibility)

Recruitment method: blind recruitment

  • Job advertisement (field/qualifications/schedule)
  • Document screening
  • Written test
  • Final interview Details are available on the hospital’s recruitment announcements (website).

Concepts of nursing management (framework and distinctions)

1. Definition

  • Management: Using resources to achieve organizational goals.
  • Nursing management: Using nursing’s human and material resources to achieve nursing/organizational goals.

2. Leader vs. Manager

  • Leader
    • Sets work direction
    • Innovates and creates through trust
    • Focuses on people and relates horizontally
  • Manager
    • Ensures work runs properly
    • Focuses on systems
    • Maintains/manages control-related dependence
    • Relates vertically with people

3. Leadership/management as situational capability

  • Not “right vs wrong,” but different competencies applied depending on the situation.
  • Nursing often requires both to maintain safe care amid complex conditions.

4. Levels of nursing managers

  • Frontline: charge nurses, team leaders
  • Middle: team leaders, head nurses
  • Top: Director of Nursing (and similar senior leadership)

5. Required competencies by level

  • Interpersonal skills are required for all managers.
  • Higher levels increasingly require leadership competencies to guide teams.

6. Nursing management process (modeled like the nursing process)

The process parallels the nursing process:

  • Collecting data
  • Planning and organizing care
  • Managing, directing, controlling human resources

Detailed functions

Planning

  • Decide what work is needed, who does it, how, when, and where
  • Determine whether performance/results can be measured
  • Coordinate people, resources, and time
  • Assign responsibilities/roles
  • Coordinate with other departments and communicate effectively

Human resource management tasks

  • Recruiting, hiring, placement, orientation
  • Define a “position” as a level that:
    • assigns tasks
    • communicates goals/expectations
    • leads employees

Control

  • Measure/analyze/evaluate results, tasks, and performance standards
  • Redevelop action plans for improvement

Nursing administration & education (role duties and training system)

A. Job duties by nursing leadership position

1) Head of Nursing

  • Part of hospital management system
  • Oversees management tasks related to patient care
  • Supervises affiliated staff

Core duties

  • Set nursing department goals aligned with hospital objectives
  • Create nursing operational policies/standards consistent with hospital policies
  • Lead and direct nursing staff
  • Create countermeasures for issues in nursing operations
  • Regularly evaluate nursing staff
  • Consult the hospital director on key patient-care matters / attend major meetings on patient safety

2) Team Leader

  • Assists Head of Nursing
  • Oversees/coordinations duties under their jurisdiction
  • Supervises and handles service matters concerning their staff

3) Head Nurse (detailed duties mentioned)

  • Oversees nursing operations, personnel/service/performance evaluations
  • Training, supplies, environment, infection control within the unit
  • Receives reports on work-related issues and handles them

B. Daily and periodic workload examples (from head nurse perspective)

Daily

  • Report patient status
  • Patrol wards and inspect environment
  • Resolve issues/complaints found during rounds
  • Inspect ward supplies/facilities
  • Check infection control status
  • Verify accuracy of nursing records, nursing prescriptions, and patient classification
  • Adjust nurse schedules if needed
  • Post/organize notices
  • Bed management for long-term inpatients
  • Manage nursing students, caregivers, interns, nursing assistants

Monthly/Quarterly

  • Request/receive general consumables
  • Prepare nurse work schedules
  • Check medicine/narcotics availability
  • Confirm status of medical equipment inspections

Annual

  • Summarize and report previous year results
  • Plan departmental operations
  • Plan discussion sessions to enhance capabilities and reorganize meeting teams
  • Plan quality improvement (QI) activities and implement individual goal management
  • Settle departmental business expenses; manage administrative documents
  • Manage and verify departmental assets
  • Performance evaluation processes; manage annual leave usage rates

C. Nursing job descriptions / role documentation

Job descriptions should include:

  • Personal details, occupational terms
  • Specific duties
  • Methods/procedures for performing duties
  • Equipment/tools needed and work requirements

They must be tailored to the nurse’s position and department duties.

D. Shift duties (general structure)

Shifts include daytime shifts with:

  • Common nursing duties: patient handover, medication administration, surgery/procedure support, exam preparation, treatment support, vital signs, blood glucose measurement
  • Plus shift-specific nursing tasks

E. Nursing delivery system (and correction of misconception)

  • The hospital uses a modified Holistic Nursing Method in:
    • General wards, ICUs, and emergency rooms
  • Core principle:
    • One nurse is responsible for designated patients during working hours, including handover → continuous care

Misconception addressed

  • Students may mistakenly think it is “team nursing” because patients are classified by team and assigned to specific patients.

Clarification: What “team nursing” means

  • Different nursing personnel form a team to jointly care for several patients
  • Disadvantage noted: variation in nursing quality depending on the team leader’s competence

Hospital clarification

  • In this hospital’s approach, one nurse is responsible for one patient, so it does not count as team nursing.

Nursing education system (training and support structure)

Key goal

  • Enhance internal nursing capability and, as a regional hub hospital, support:
    • commissioned education for nursing students
    • participation in external training

Education/training programs mentioned

  • For nurses of different experience levels
    • Joint training: continuing education, special nursing lectures
    • New nurses: onboarding + periodic training
    • Experienced nurses: preceptor training + advanced practice training
    • Managers: leadership training + administrative management competency enhancement
  • Department-level initiatives
    • New nurse preceptorship program
    • Specialized skills training
  • Academic and external support
    • Support for domestic/international academic conferences, seminars, overseas training, commissioned education
    • Cooperation for student clinical practice and research

Nursing unit management (detailed operational categories & procedures)

Framework: 5 management areas

  1. Patient care management
  2. Supplies and medication management
  3. Environment and infection control
  4. Medical quality management
  5. (Admission/pain/fall/pressure ulcer management were described under patient care management.)

1) Patient care management (specific tasks)

Admission management

  • Assess overall bed status
  • Identify:
    • patients scheduled for discharge
    • patients scheduled for admission
  • Allocate beds/timing according to priority

Pain management

  • Initially assess pain and then re-evaluate
  • Check whether:
    • pain management is performed
    • pain records are properly maintained
  • Ensure no items are missed

Fall management

  • Verify initial and re-evaluation of falls
  • Manage whether:
    • fall prevention activities are implemented and recorded
    • responses to fall accidents are properly handled and shared with staff

Pressure ulcer management

  • Ensure no omissions in initial and re-evaluation
  • Verify prevention activities are implemented and documented
  • Manage pressure ulcers when they occur
  • Share information with staff

2) Supplies & medication management (inventory + safety procedures)

Fixed assets & equipment

  • Fixtures and medical equipment are managed as fixed assets
  • Periodically verify computerized inventory matches actual holdings
  • Equipment/consumables:
    • billed weekly/monthly to manage inventory
  • Purchasing process:
    • submit purchase request through logistics management team
    • for high-priced items (≥ 20 million won): complete documents and proceed after review

Medication storage rules

  • Store medicines separately by route:
    • oral, topical, injectable
  • Storage location:
    • accessible only to authorized personnel
  • Maintain cleanliness of medicine storage area
  • Monthly appropriateness inspection + inspection log

Emergency cart medicines

  • Check seal on emergency cart and complete a log per shift
  • If seal/thread is damaged (except emergency):
    • open cart
    • check quantity/condition
    • re-seal using a new thread with a unique number
  • Manage expiring medicines:
    • check expiration dates and request exchange for near-expiry items

Narcotics

  • Stored separately from other medicines
  • Cannot be moved
  • Stored in a steel safe with double lock
  • Narcotics in the department inspected every shift

Psychotropic drugs

  • Stored separately from general medicines
  • Immovable location with a lock

“Banyeo/Bannam” type drugs (as stated)

  • Same rule: separate locked storage
  • Refrigerated/freezer narcotics stored separately in locked location

High-risk medications (definition and examples)

  • Defined as medications that, if misadministered, can cause fatal harm or high risk of patient/staff safety events
  • Also associated with narrow therapeutic range and high adverse-event risk
  • Listed as high-risk medications requiring separate storage after labeling, including:
    • High-concentration electrolytes
    • Injectable insulin
    • Injectable antipyretics
    • Injectable anticancer agents
    • Moderate sedatives
    • Neuromuscular blocking agents

3) Medical equipment management

  • Two layers:
    • Routine inspections by user departments
    • Preventive inspections by the medical team
  • Daily routine inspections:
    • for devices used each day
  • Technical team:
    • classifies devices by classification
    • performs periodic inspections
    • records inspection date using stickers
  • If malfunction/abnormality occurs:
    • request repair
  • Report serious adverse events that:
    • occurred or could result from medical equipment/device use

4) Environment & infection control

Precautions (infection prevention measures)

  • “Precautions” include:
    • standard precautions
    • precautions specific to transmission route
  • Transmission-route precautions are categorized into:
    • airborne precautions
    • droplet precautions
    • contact precautions
    • protective measures according to pathogen transmission route

Standard precautions (must be followed for all patients)

  • Hand hygiene
  • Personal protective equipment
  • Cough control
  • Blood/body fluid and infection prevention
  • Safe injection facilities

5) Bathwater (laundry/washing water) management

Laundry definition and classification

  • Laundry from a medical institution includes:
    • clothing/linens used by employees and patients’ treatment items
    • can be reused after washing
  • Classified into:
    • Soiled laundry
    • Laundry that should not be washed
    • General laundry

Soiled laundry

  • All laundry from patients
  • Special nurse uniforms and gowns contaminated with blood/body fluids

Laundry that should not be washed / dispose as medical waste

  • Items from suspected/confirmed Creutzfeldt–Jakob disease (stated as “Cloitzfeldt-Jakob”)
  • Disposable products contaminated with blood or pus:
    • bandages, gauze, masks, surgical drapes
  • If contaminated with blood/body fluids from patients with viral hemorrhage:
    • must be disposed as medical waste (not washed)

Washing water and transport rules

  • Wash water collected in designated place
  • Use wash-water collection container with lid
  • Store bath water separately before and after use by type, hygienically
  • Transport:
    • separate supply containers (before vs after use)
    • transport used bath water sealed in an orange waterproof container
    • wear protective gear (mask/gloves)

6) Medical waste management (classification + storage/time limits + examples of misclassification)

Definition of medical waste

  • Waste from healthcare institutions/veterinary/test/inspection agencies posing risk of human infection or harm
  • Includes wastes designated as requiring special public health/environment management (e.g., excised tissues, lab animal carcasses)

Classification types

  • Accounting medical waste (as stated), medical waste, and general medical waste
  • “Medical waste” includes waste generated from procedures performed on persons isolated for protection under the Infectious Disease Prevention Act

Container color/marking and storage times (as stated)

  • Synthetic resin containers marked with red shape:
    • can be stored in department up to 5 days
  • Synthetic resin containers marked with yellow shape:
    • collected as hazardous medical waste
  • Synthetic resin containers containing only hazardous waste:
    • stored up to 25 days
  • Other synthetic resin containers:
    • stored up to 10 days

Hazardous medical waste subtypes

  • Infectious waste
  • Tissue waste
  • Pathological waste
  • Biochemical waste
  • Blood-contaminated waste

Injurious waste (sharp waste)

  • Hypodermic needles, suture needles, surgical blades, dental needles

Tissue waste

  • Human/animal tissues, organs, body parts, blood products

Biochemical waste

  • Culture media, culture containers, stored strains, slides
  • Spent culture media/organelles used in tests/inspections
  • Pathological items, spent vaccines, spent anticancer agents

Blood-contaminated waste

  • Used blood bags
  • Waste during hemodialysis
  • Other situations where blood is present enough to leak

Examples of general waste often mis-treated as medical waste

  • Vials, ampoules, IV bags, IV drips containing glucose supplements
  • Plaster casts or medical devices not contacting blood/body fluids/excretions
  • Urine-stained paper cups from health checkups
  • Needles/diapers/cotton swabs generated at home rather than in medical institutions
  • Patient gowns that were properly washed and discarded

Medical quality management (why + how)

What “quality of medical care” means

  • Achieve appropriate, cost-effective outcomes for each patient using proven methods
  • Pay attention to patient and family needs
  • Prevent complications from medical procedures

Why quality improvement is necessary

  • Medical environment changes → increased polarization and competition
  • Expansion of medical evaluation programs → quality assessments across:
    • medical accreditation surveys
    • Health Insurance Review and Assessment Service appropriateness evaluations
    • training environment evaluations
  • Rising expectations/demands for improvements from service users

Focus PDCA method (implementation approach)

  1. Examine the process to identify improvement areas
  2. Organize a team and clarify existing knowledge of the process
  3. Compare current practice with existing regulations/policies
  4. Understand/analyze root causes and determine what needs improvement
  5. Plan and implement specific improvement activities
  6. Analyze effects
  7. Standardize activities across the organization

Quantitative tool mentioned

  • Cause analysis using a PC chart (as stated)

Activity schedule approach

  • End of previous year: select QI project
  • Beginning of year: submit topic for approval
  • After activity:
    • submit interim report(s)
    • submit final report
  • Outstanding cases:
    • attend academic conference
    • present results

“Jiriangsang” activities (as stated)

  • Conducted at departmental, team, and hospital levels on various quality-improvement topics
  • Practical training department’s activities are suggested as meaningful learning

Speakers / sources featured

  • Unspecified narrator(s)/instructor(s) speaking throughout the video
  • Institutional sources:
    • Nursing Department, Pusan National University Hospital
    • Pusan National University Hospital (mission/vision, history, quality recognition)
    • Ministry of Health and Welfare (grade designation/evaluations mentioned)
    • Health Insurance Review and Assessment Service (appropriateness evaluations mentioned)
    • Infectious Disease Prevention Act (isolation/procedure context for waste classification mentioned)
    • President of Korea (legal basis for designating special-management wastes mentioned)

Original video