• Journal of Korean Library and Information Science Society
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• v.38 no.2
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• pp.399-430
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• 2007

According to the changing of user and service environment, one of countermeasures that introduction of team-based organization is increasing gradually in the university library. This study was conducted to suggest the efficient ways of assessing team effectiveness which is increasing gradually in the university library. The finding indicated that assessment of team effectiveness was shown large differences according to the working level and individual's working duration. In addition, activated communication and capacity of team-based organization were the most effectible factors on the team effectiveness. So that, for maximizing the team effectiveness, this study might be applicable to any strategy which seek to activate communication methods(within - and between team) those are directly effecting on purpose setting, conflict resolution and suggest suitable team-based organization model for University library's characteristic and purpose through improving on the capacity of team system.

• Journal of the Korean Society for Library and Information Science
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• v.38 no.4
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• pp.5-24
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• 2004

This study was conducted to find out how the team organization works and to suggest better ways of applying the team system to a library organization. In this study, the survey was conducted to examine the characteristics of the university libraries that have adopted the team system, and the problems in operation were analysed. The findings indicate that staffs at the university libraries had a comparatively negative image of the team system, and that university library has provided insufficient training and less supports for their staffs in the process of adopting the system. This study might be applicable to any strategy which seeks to reduce bureaucracy, empower staff, create a team system culture. and enhance the delivery of high qualify services.

• Journal of Advanced Navigation Technology
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• v.16 no.6
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• pp.1052-1064
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• 2012

In this study for the purpose of providing the basic data for airline cabin service improvement and efficient crew management. The relationship on team effectiveness and team performance according to the quality of airline cabin crew team LMX(Leader-Member Exchange) and TMX(Team-Member Exchange) was verified. The findings from the analysis shows the closer team leader and team members have quality exchange relationship the more the cabin crews will team commitment and team satisfaction. The conclusion is drawn that increased team effectiveness(satisfaction and commitment) enhances team performance as well. Therefore, based on the results of the study on airline cabin crew team operation system, the team leader and team members should come up with specific scheme to establish quality exchange relationship and to maintain the relationship.

• 대학교육
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• s.95
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• pp.50-56
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• 1998

• Journal of Korean Library and Information Science Society
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• v.35 no.4
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• pp.23-40
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• 2004

This study examined the impact of team characteristics(introduction of the team approach team empowerment, leadership of team leaders, open communication director's commitment) on team effectiveness (adaptability to the environments, job satisfaction the positive team culture, cost efficiency) in university libraries. The study used a survey design with a questionnaire to staffs who worked at f academic libraries in South Korea. The major findings from the empirical analysis are as follows. The well-prepared introduction of team approach and director's strong commitment were positively related to the team effectiveness variables such as adaptability to environment, job satisfaction, and cost efficiency.

• Korean Journal of Clinical Laboratory Science
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• v.50 no.1
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• pp.54-62
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• 2018

In the 2000's, due to a change in hospital management strategy, the organizational structure shifted from a hierarchical system to a team system. While the hierarchical system is characterized by being activity centered, job title linked, and vertically managed, the team system is characterized by being competency centered, job title segregated, and horizontally managed. The job titles of medical technologist manager was surveyed three times in 1997, 2007, and 2017. It has been confirmed through staff members working at 24 hospitals in more than 500 beds in the metropolitan area. The results of job titles follow are as follow: "Team Leader; Part Leader" 14/24 (59%), "Chief Technologist; Area Head Technologist" 7/24 (29%), and "Chief" 3/24 (12%). The present authors propose an alternative name based on the team system to refine the three job titles currently used by medical technologists. First, the Chief Technologist is unclear if it refers to the Technologist General Manager or Technologist Manager. The Chief Technologist should be changed to "Team Leader". Second, given that Area Head Technologist or Section Chief are on the same position as Head Nurse, we suggest that Area Head Technologist or Section Chief should be changed to "Part Leader". Third, while the organization regulation is marked merely as Department of Laboratory Medicine according to the hierarchical system, it is marked as Laboratory Medicine Team according to the team system. Medical technologists come to have more belongingness, feeling of solidarity, and intimacy under the team system.

• Proceedings of the Korean Library and Information Science Society Conference
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• 2000.09a
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• pp.1-13
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• 2000

• Product Safety
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• s.46
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• pp.22-25
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• 1996

팀제란 종래의 자리중심의 계층별조직이나 일과 사람이 획일적으로 정해지는 부, 과제의 모순에서 탈피하여 능력과 적성에 따라 탄력적으로 인재를 팀에 소속시키면서 팀장을 중심으로 일을 해나가는 것이다. 조직체계도 담당-대리-과장부서장에서 이제는 담당자-팀장으로 간소화되어 팀내에서는 모든 정보가 공유된다.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.1 no.1
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• pp.53-70
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• 2006

This study aims to provide policy suggestions on how to implement the process of empowerment, by investigating the conditions that hinder the process and the attitude of the KBS employees. For the cross-sectional study, this thesis examined the domestic and international references, conducted a survey of KBS employees, personal interviews and made direct observations. Approximately 1,200 copies of the questionnaire were distributed and 474 were completed and returned. The analysis used SPSS 12.0 software to process the data collected from 460 respondents. The survey findings showed a decrease of 24.2%p in the number of responses expressing negative views of the team structure and a decrease of 1.29%p in the number of positive responses. The findings indicated a positive transformation illustrating employees' improved understanding and approval of the team structure. However, KBS must address the issue on an ongoing basis. It has been proven that the employee empowerment increases the productivity of the individual and the group. In order to boost the level of empowerment, the management must exercise new, innovative leadership and build trust between the managers and the employees first. Additional workload as a result of shirking at work places was prevalent throughout all divisions and ranks, according to the survey data. This outcome leads to the conclusion that the workload is not evenly distributed or shared. And the data also showed the employees do not trust the assessment and rewards system. More attention and consideration must be paid to the team size and job allocation in order to address this matter; the present assessment and rewards system need to be complemented. The type of leadership varies depending on the characteristics of the organization's structure and employees' disposition. KBS must develop and reform its own management, leadership style to suit the characteristics of individual teams. Finally, for a soft-landing of KBS team structure, in-house training and education are necessary.

• 한국벤처창업학회:학술대회논문집
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• 2006.04a
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• pp.167-201
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• 2006

Korean corporations are transforming their vertical operational structure to a team-based structure to compete in the rapidly changing environment and for improved performance. However, a high percentage of the respondents in KBS said that despite the appearance of the present team structure, the organization operates much like a vertically-structured organization. This result can be attributed to the lack of study and implementation toward the goal of empowerment, the key variable for the success of the team-based structure. This study aims to provide policy suggestions on how to implement the process of empowerment, by investigating the conditions that hinder the process and the attitude of the KBS employees. For the cross-sectional study, this thesis examined the domestic and international references, conducted a survey of KBS employees, personal interviews and made direct observations. Approximately 1,200 copies of the Questionnaire were distributed and 474 were completed and returned. The analysis used SPSS 12.0 software to process the data collected from 460 respondents. For the longitudinal-study, six categories that were common to this study and "The Report of the Findings of KBS Employees' View of the Team Structure" were selected. The comparative study analyzed the changes in a ten-month period. The survey findings showed a decrease of 24.2%p in the number of responses expressing negative views of the team structure and a decrease of 1.29%p in the number of positive responses. The findings indicated a positive transformation illustrating employees' improved understanding and approval of the team structure. However, KBS must address the issue on an ongoing basis. It has been proven that the employee empowerment increases the productivity of the individual and the group. In order to boost the level of empowerment, the management must exercise new, innovative leadership and build trust between the managers and the employees first. Additional workload as a result of shirking at work places was prevalent throughout all divisions and ranks, according to the survey data. This outcome leads to the conclusion that the workload is not evenly distributed or shared. And the data also showed the employees do not trust the assessment and rewards system. More attention and consideration must be paid to the team size and job allocation in order to address this matter; the present assessment and rewards system need to be complemented. The type of leadership varies depending on the characteristics of the organization's structure and employees' disposition. KBS must develop and reform its own management, leadership style to suit the characteristics of individual teams. Finally, for a soft-landing of KBS team structure, in-house training and education are necessary.