The Interaction of Relativization and Noun Incorporation in Southern Hokkaidō Ainu

This paper focuses on relativization in Southern Hokkaidō Ainu. Specifically, evidential expressions constitute the scope of this study since within this semantic domain a morphosyntactic layout reminiscent of internally-headed relative clauses (IHRCs) is found. Moreover, the structure of some evidential expressions suggests that what gives rise to an IHRC in those instances is classificatory noun incorporation (CNI). Following from past studies on Ainu, where IHRCs and CNI are never discussed, and with reference to cross-linguistic approaches to relativization and incorporation, this study addresses the interaction of these two processes in Southern Hokkaidō Ainu and suggests their reconsideration

養護教諭の職務についての調査研究 : 第1報 職務に対する意識の実態

Recently the expectation and demands for the school nurse teachers have been increasing in the society. But many teachers are puzzled by the various and diversified responsibilities assigned to them by the schools. Therefore, we surveyed what kinds of responses and attitudes they have taken and take toward their jobs by sending questionnaires to them at their schools in Mie Prefecture. (Samples were 466.) The results are as follows; 1) As a whole, most of them sometimes feel stresses in their duties in the schools but maintain good relationships with their colleagues, although sometimes they feel embarrassed with what pupils really think in the schools. They love their jobs and have positive attitudes for their responsibilites, and are satisfied with their responsibilities, but feel lack of getting the opportunity and the time for their trainings. 2) Compared with the elementary, secondary and high school levels, there are much more teachers who feel stresses and embarrassed in treating pupils in the secondary school level than other levels. 3) Compared with their serving years, teachers with less serving year are very positive to their jobs, but teachers with 6 to 10 years\u27 experiences feel embarrassed with their jobs and their human relationships with their colleagues

シガ イカ ダイガク イガクブ フゾクビョウイン ノ シュウジュツキ コウクウ キノウ カンリ ノ リンショウテキ トウケイ 2002ネン

滋賀医科大学医学部附属病院歯科口腔外科では2014年より, 周術期患者の口腔機能管理を目的とした「オーラルマネジメントシステム」を稼働した. 2015年には, 患者に快適, 安心, 安全な周術期医療を提供することを目的として, 多職種からなる「周術期チーム」が発足し, 当科はチームの一員として口腔機能管理を担っている. 今回われわれは, 2015年4月１日から2022年3月31日までの７年間の年度毎の全身麻酔手術件数, 周術期口腔機能管理依頼件数の推移と周術期口腔機能管理依頼率(1年間の全身麻酔手術件数に対する周術期口腔機能管理依頼件数の割合), 依頼件数の多かった診療科について臨床的検討を行った. 当院の2021年度の全身麻酔手術件数は4158件, 依頼件数は1931件, 依頼率は46.3%であり, オーラルマネジメントシステムを導入した2015年度より年々増加を認めていた. 診療科毎の依頼件数は消化器外科, 耳鼻咽喉科が多かった. 当科の院内啓蒙活動や周術期口腔機能管理により術後合併症のリスクが低下する報告が増えたことにより, 医科の周術期口腔機能管理の認知が高まり, 依頼件数, 依頼率の増加につながったと考える. 診療科毎の依頼件数に関しては, 歯科口腔領域と関係の深い診療科の依頼が多いと考えられた. 周術期チームが発足してから, 他職種連携は密となり, 依頼件数, 依頼率の増加を認めたが, 周術期口腔機能管理が, 術後合併症の予防を示すエビデンスはまだないため今後の課題と考えている.The Department of Oral Surgery of Shiga University Hospital launched the "Oral Management System" for the purpose of managing oral functions of perioperative patients, in 2014. "Perioperative team" consisting of members from various professions was established in 2015, with the aim of providing comfortable, safe, and secure perioperative care to patients. Our department is responsible for the management of oral functions. In this study, we conducted a clinical review of the number of general anesthesia cases per year, the number of requests for perioperative oral function management, the rate of requests for perioperative oral function management (the ratio of the number of requests for perioperative oral function management to the number of general anesthesia cases per year), and the departments with high number of requests for perioperative oral function management during the seven years from April 1, 2015, to March 31, 2022. The number of general anesthesia surgeries in our hospital in 2021 was 4158, and the number of requests was 1931, for a request rate of 46.3%. The number of requests had been increasing every year since 2015, when the oral management system was introduced. The number of requests per department was higher in the departments of gastroenterological surgery and otorhinolaryngology. The number of requests and the request rate increased. Because we consider that the awareness of perioperative oral functional management in the medical department has increased due to our hospital\u27s educational activities and an increase in the number of reports showing that perioperative oral function management reduced postoperative complications. After the perioperative team was established, the collaboration among other departments became closer, and the number of requests and the request rate increased. However, there is still no evidence that perioperative oral function management prevents postoperative complications, and this is an issue for the future

シガ イカ ダイガク イガクブ フゾク ビョウイン ニオケル オーラル マネージメント システム ノ リンショウテキ ケントウ

当科では2014年から周術期口腔機能管理を目的に「オーラルマネージメントシステム」を稼働させている．2015年には患者に快適，安心，安全な周術期環境を提供することを目的とした，麻酔科医,薬剤師,歯科医師,歯科衛生士,看護師，管理栄養士,言語聴覚士など多職種からなる「周術期管理チーム」が発足し，当科はそのチームの一員として「オーラルマネージメントシステム」を使った口腔機能管理を担っている．今回われわれは，このシステムを利用して全身麻酔手術前の周術期口腔機能管理を実施した患者数の推移および依頼状況を把握するため臨床的検討を行った. 当院における2019年度の周術期口腔機能管理実施件数は1377件と2015年から比較して約1.6倍に増加し,実施率も34.5％と増加を認めた. 院内での啓蒙活動により,多職種における人々の口腔内に関する意識が高まり,周術期口腔機能管理実施件数や実施率の増加に繋がったと考えられた. その一方でマンパワーやチェア台数の不足などの課題も明らかとなった. 今回の調査結果を元に今後もシステムの発展に尽力する予定である.Since 2014, the Department of Oral and Maxillofacial Surgery at the Shiga University of Medical Science Hospital has been running an ‟Oral management system” specialized for oral management in the perioperative period. In 2015, the ‟Perioperative management team” was formed with the aim of providing a safe perioperative environment for patients. The team comprises anesthesiologists, pharmacists, dentists, dental hygienists, nurses, dietitians, speech pathologists, and other professionals, and manages the oral functions of patients. In this study, we report the statuses of requests and rate of adoption of the ‟Oral management system” in every department. In 2019, the number of cases of perioperative oral function management in our hospital was 1,377, an increase of about 1.6 times compared to 2015, and the implementation rate also increased to 34.5%. The educational activities in the hospital increased the awareness of the oral health of people in many professions, and led to an increase in the number and rate of perioperative oral function management. On the other hand, issues such as the lack of manpower and the number of chairs became apparent. Based on the results of this survey, we plan to continue our efforts to develop the system