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Thiazide를 투약 중이던 고령의 환자에서 발생된 중증 저나트륨혈증 1례
김진국,최수정,황승덕 순천향의학연구소 2004 Journal of Soonchunhyang Medical Science Vol.10 No.2
Hyponatremia is the most common electrolyte disorder in hospitalized patients, and incidence of hyponatremia is about 1-4%. It is suggested that hyponatremia is closely related with morbidity and mortality in these patients. Diuretic-induced hyponatremia is one of the most common causes of hyponatremia associated with hypovolemic hypoosmolality, but serious hyponatremia due to diuretic use is relatively uncommon. Advanced age may be a predisposing cause, and women is more susceptible than men, but no definite proof has been documented. The severity of symptoms can be roughly correlated with velocity and degree of hyponatremia, and neurological symptoms generally do not occur until the serum sodium falls below 125 mEq/L. Rapid development of hypoosmolality can result in brain edema before brain adaptation occurs by excreting intracellular solutes. In the most severe cases death can result from respiratory arrest after cerebral herniation. So, it is need to optimal treatment for neurological symptoms. We report a case of serious thiazide-induced hyponatremia in elderly hypertensive man which were aggravated by infusion of simple dextrose solution without electrolyte for severe watery diarrhea.
公共部門의 綜合品質管理와 戰略的管理의 比較에 關한 硏究
김진국 동국대학교 대학원 1995 大學院硏究論集-東國大學校 大學院 Vol.25 No.-
According to the changing environments and increasing demands of citizens on public administration, Total Quality Management and Strategic Management have become the slogans of public management in the 1990s. In spite of the importance of these approaches, the relationship between these approaches is unclear from an implementation standpoint in the public sector. This paper attempts to review existing research on TQM and Strategic Management in the public sector and compares the two approaches with regard to their basis in the view of organization, time orientation, the impact on organizational culture and leadership. It is found that the two approaches are not fundamentally inconsistent and may be seen as complementary. It is important to distinguish between theoretical bases of the two approaches and the realities of implementation. It is discussed that successful implementation of either approach requires an assessment of organizational capacities in such areas as managerial capability, power structure, culture, leadership, and organizational structure. Where public organizations have the necessary capacities an a high degree of autonomy, both TQM and Strategic Management offer tremendous promise in enhancing organizational performance. In particular, it is necessary for Korean public managers to consider cautiously the adoption of these two approaches to their organizations.