• Title/Summary/Keyword: 관계매너

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The effect of trust repair behavior on human-robot interaction (로봇의 신뢰회복 행동이 인간-로봇 상호작용에 미치는 영향)

  • Hoyoung, Maeng;Whani, Kim;Jaeun, Park;Sowon, Hahn
    • Korean Journal of Cognitive Science
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    • v.33 no.4
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    • pp.205-228
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    • 2022
  • This study aimed to confirm the effect of social and relational behavior types of robots on human cognition in human-robot interaction. In the experiment, the participants evaluated trust in robots by watching a video on the robot Nao interacting with a human, in which the robot made an error and then made an effort to restore trust. The trust recovery behavior was set as three conditions: an internal attribution in which the robot acknowledges and apologizes for an error, a condition in which the robot apologizes for an error but attributes it externally, and a non-action condition in which the robot denies the error itself and does not take any action for the error. As the result, in all three cases, the error was perceived as less serious when the robot apologized than when it did not, and the ability of the robot was also highly evaluated. These results provide evidence that human attitudes towards robots can respond sensitively depending on the robot's behavior and how they overcome errors, suggesting that human perception towards robots can change. In particular, the fact that robots are more trustworthy when they acknowledge and apologize for their own errors shows that robots can promote positive human-robot interactions through human-like social and polite behavior.

Logo Renewal Design according to Strategy for Renewal based on Brand Life Cycle Focused on Cases for brands in Food and beverages (브랜드 수명 주기별 리뉴얼 전략에 따른 로고 리뉴얼 디자인 - 식음료 브랜드 사례를 중심으로 -)

  • Lee Yerim;Han Jiae
    • Smart Media Journal
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    • v.12 no.5
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    • pp.111-121
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    • 2023
  • The purpose of this study is to find methods for logo renewal design according to the brand life cycle, considering the logo as an important visual tool that represents the brand identity in terms of brand management. This study was conducted through literature study on brand life cycle and brand renewal strategy, an expert survey on logo renewal design, and logo analysis of 35 food and beverage brands with statistical data to determine brand life cycle. The results of the study are three. First, the four stages(introduction, growth, maturity, and decline) of brand life cycle characteristics and renewal strategies were derived. Second, four brand renewal strategies(partial change, total change, repositioning, new image creation) and methods for logo renewal design were proposed based on the life cycle of the brand. Based on this, renewal characteristics for each life cycle were proposed. Third, visual elements of identity that are important depending on the brand life cycle and brand renewal strategy were found. It was found that the addition and subtraction of graphic elements and change of color tone are important in the partial change strategy of the growth period and maturity period, and that the change of signature color is important in the repositioning strategy and the creation of the new image.

A Study on the Job Performance of Dental Coordinators and Their Perception (치과코디네이터의 업무수행 및 인식도에 관한 조사연구)

  • Kwon, Soon-Bok;Kim, Young-Nam;Moon, Hee-Jung;Shin, Myung-Suk;Han, Gyeong-Soon;Han, Su-Jin
    • Journal of dental hygiene science
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    • v.5 no.4
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    • pp.211-220
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    • 2005
  • The purpose of this study was to examine the job performance of dental coordinators and their perception of their job to lay the groundwork for utilizing dental personnels more efficiently. The subjects in this study were dental coordinators who worked at selected dental hospitals and clinics in Seoul, Gyeonggi province and Incheon. A survey was conducted to gather data from May 1 to August 8, 2005 and answer sheets from 108 respondents were analyzed. The findings of the study were as follows: 1. As for the length of service, 43.5 percent of the dental coordinators investigated had worked at dental institutes for five years or more, which was followed by less than two years(19.5%) and three years to less than five years(19.4%). Concerning the length of service as dental coordinators, 39.8 percent had served for less than two years, and 19.4 percent had worked for two years to less than three years and for five years or more respectively. Regarding the name of position, 38 percent were called team leaders, and 30.6 percent were called coordinators. As to duties, the largest group of them that stood at 30.6 percent were in charge of receiving, and in regard to department, the largest group, 57.4 percent, belonged to the treatment backup department. 2. Concerning education, the greatest number of them, 45.4 percent, had received education at private institutes, and 73.1 percent found it necessary for dental coordinators to take an authorized qualification test. 43.5 percent, the largest group, looked upon the central government as the best organization to authorize their qualifications and 70.8 percent believed that what they learned enabled them to perform their job successfully. As to the necessity of follow-up education as a means to improve job performance, 96.3 percent consented to it. As for the reason, 63.9 percent considered that necessary to enhance their own ability and 22.2 percent were in want of systematic education. Regarding educational expenses, 29.6 percent were subsidized by the dental institutes where they had worked and 25.9 percent had totally been responsible for that. Regarding a required course, medical service and marketing was most widely pointed out(66.7%), followed by theory and practice(65.7%) and introduction to dentistry(57.4%). As to what sort of education they wanted to receive more, dental service and marketing was selected the most, followed by practical health insurance(35.2%). 3. In regard to what type of job they performed as dental coordinators, 88.9 percent were in charge of appointment in the field of customer service, and 87.9 percent paid attention to having good manners as service providers in the area of self-management. In the field of hospital affairs, 81.3 percent were in charge of receiving. 4. As to their awareness of dental coordinator job, the largest group took pride in the job they performed ($3.99{\pm}0.76$), and the second largest group believed that dental coordinators made a great contribution to hospital management ($3.92{\pm}0.70$). The third largest group gave a great weight to their own job ($3.91{\pm}0.84$) in light of overall dental duties and the fourth largest group found themselves to get along with other employees regardless of position ($3.86{\pm}0.74$). The fifth largest group believed their job was of great use for promoting the oral health of patients ($3.76{\pm}0.75$), and the sixth largest group thought the future of dental coordinators was promising($3.74{\pm}0.86$). 5. In regard to their perception by age group, those who were older had a better opinion on every item of their job in general. Their age made a statistically significant difference to their view of the weight of dental coordinator job(P < 0.001) in light of overall dental duties, of being approved and trusted by managers(P < 0.01), of social awareness of dental coordinator, and of being understood and approved by other employees and dentists. Their pride in current job and their satisfaction with the name of their position were statistically significantly different according to their age as well. Besides, their age made a statistically significant difference to their opinion about whether or not there was an age limit to their occupation and about their contribution to hospital management (P < 0.05). 6. As for their perception by type of job, the dental hygienists were generally most satisfied with their job, followed by nursing aids and others. There was a statistically significant gap among their opinions about whether to make a job-related decision on their own(P < 0.001). the weight of their job in terms of overall dental duties, whether their job improved their ability, whether their job made a great contribution to enhancing the oral health of patients, whether their job was understood and approved by other employees(P < 0.01), social awareness of their job, whether they conflicted with other employees during job performance, and whether dental hospitals or clinics offered a self-development opportunity for them to take their ability to another level(P < 0.05). And their satisfaction with current pay was statistically significantly different as well.

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