• Journal of the Korea Convergence Society
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• v.6 no.6
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• pp.293-299
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• 2015

MOOC (Massive Open Online Course) is an online course aimed at limited participation and open access via the web. There is even the prospect that MOOC may break down the existing university system and open a new horizon of education. However, MOOC is going differently from the first prospect that it would threat the existing higher education institutions. So this study wishes to provide a starting point of discussion that we can produce and utilize MOOC to fit our situation of higher education by revealing the inherent problems of MOOC. MOOC is a basically online education, so that it cannot help inheriting the essential weakness of the existing one: the interaction, supervision and evaluation. The newly added concept 'massive' raises the problem of class size which is the most sensitive part in the field of education. The concept 'open' reverses a customized education because MOOC is a kind of video clips of a lecture for unspecific massive learners. As a conclusion, we predicts that MOOC will be positioned as a higher education service for very prominent learners in self-led learning ability and people who cannot access even traditional online higher education institutions. Also MOOC is highly likely to be used as a means of Flipped Learning in universities. Therefore, considering these points in the future, we need to develop MOOC to suit these targets.

• The Journal of Information Systems
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• v.18 no.2
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• pp.83-109
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• 2009

Such factors as the increase of population and me development of information technology were raised the needs of citizens in Korea. To meet these needs for the better services, Korean government has built up the computer networks that connect forty-two administrative operations of the central government since 1984. Through the computerization of administrative services, Korean government has been pursuing the balanced development among the regions in the country. To this end, regional informationization has been implemented since the mid 1980s. Specifically, rural villages has become information network villages (invils) by adopting computers and networks. Consequently, three hundred thirty-seven invils were implemented in the country. By selecting forty-six invils in Kyeongbuk province in Korea, this research was intended to find efficient and effective ways of operating invils. To find the problems and opportunities of the invils, the researcher has visited each of the forty-six invils between January 12th. and February 12th. in 2009. Two-round surveys were distributed to the managers of these forty-six invils. This research identified ten problems as below. a. Problems after the implementation of invils b. Problems occurred at the same rime as the operation of invils c. Problems with regard to the invil managers d. Problems with regard to the criteria of success or failure e. Problems with regard to the cooperation of administrative offices f. Problems with regard to the boosting of invil experience g. Problems with regard to software assurance developed in invils h. Problems with regard to incentives to invlis i. Problems with regard to the role of invils To solve these problems in hands of invils, this research suggested policy ideas in two levels: 1. invils 2. government Policies should be implemented by invils: a. The strengthening of training rural people for the better utilization of computers b. The strengthening of the regulations on membership management and electronic commerce c. The establishment of the invil managers' job tenure d. The reformation of measuring the success or failure of an invil e. The integration of administrative offices centralized by invils f. The establishment of trust between administrative offices and invils g. the integration of experience villages and invil managing offices h. The revitalization of incentives to invils and experience villages i. The enforcement of cooperative offices among invils Policies to be implemented by the government: a. The revitalization of electronic commerce through invils b. The rationalization of selecting invils in an area c. The unification of various offices for rural informationization d. The construction of portal sites for rural areas e. The continuous training of IT leaders in rural areas f. The provision of pays to invil managers based on break-even points g. The transcendentalization toward the second new town movement

• Journal of Biosystems Engineering
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• v.16 no.4
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• pp.384-398
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• 1991

A computer program was developed to select the optimum size of farm machine and analyze its operation costs according to various farming conditions. It was written in FORTRAN 77 and BASIC languages and can be run on any personal computer having Korean Standard Complete Type and Korean Language Code. The program was developed as a user-friendly type so that users can carry out easily the costs analysis for the whole farm work or respective operation in rice production, and for plowing, rotarying and pest controlling in upland. The program can analyze simultaneously three different machines in plowing & rotarying and two machines in transplanting, pest controlling and harvesting operations. The input data are the sizes of arable lands, possible working days and number of laborers during the opimum working period, and custom rates varying depending on regions and individual farming conditions. We can find out the results such as the selected optimum combination farm machines, the overs and shorts of working days relative to the planned working period, capacities of the machines, break-even points by custom rate, fixed costs for a month, and utilization costs in a hectare.

• Journal of Korean Society of Forest Science
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• v.80 no.1
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• pp.72-81
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• 1991

This study was carried out to provide necessary information for improving quarrying industry management in Korea. The results of the study are summarized as follows : 1. In aggregate and building-stone quarrying firms the managers over 40 years of age are 97% and 89.1%, the ones above education level of high school are 90% and 85% and the ones not more than 10 years of quarrying experience are 70% and 52%, respectively. Accordingly it can be pointed out that most of the managers of two types of firms are relatively old, have high educational background, while quarrying experiences of building-stone firm managers are longer than that of aggregate firm managers. 2. Most of the management forms are social corporation(60%) for aggregate quarry firms and private management(76%) for building-stone firms. Average areas of permitted stone-pits of aggregate and building-stone quarries are about 2.86ha and 1.66ha respectively. That is, aggregate quarrying firms are carried on a larger scale than building-stone quarrying firms. 3. The yearly average product of aggregate quarrying firms has increased steadily from $88.961m^3$ in 1985 to $144.028m^3$ in 1988, while, in case of building-stone quarry firms, it has significantly increased from $4.155m^3$ to $19.462m^3$ from 1985 to 1987, but reduced to $13.400m^3$ in 1988. Unstable production activities of building-stone quarrying firms may require continuous government support. 4. Major cost items are equipment rental, depreciation, salaries, repair, maintenance for aggregate quarrying firms, and salaries, depreciation, fuel, tax for building-stone quarrying firms. The yearly average rate of return is about 9.7% for aggregate quarry firms and 2.6% for building-stone quarry firms. It can be pointed out that aggregate quarrying firms is better managed than building-stone quarrying firms. 5. The production elasticity of salary for aggregate quarrying firms is 0.495, that of employees is 0.559, and that of capital service is 0.513. The sum of the elasticities is 1.257>1. Fur building-stone quarrying firms, that of employees is 0.492, that of variable costs is 0.192, and that of capital service is 0.498. The sum of elasticities is 1.172>1, thus denotes the increasing returns to scale for both types quarrying firms. 6. The ratio of marginal value product to opportunity cost of empolyees is 2.54, that of variable costs is 3.62, and that of capital service is 1.45, in aggregate quarrying firms. That of employees is 2.47, that is variable costs was 2.34, and that of capital service is 19.67 in building-stone quarrying firms. Therefore the critical factors for more expansion of management scale in aggregate quarrying firms are variable cost and employees, and are capital service in building-stone quarry ing firms. 7. The break-even points of stone sales are about 0.587 billion won and 0.22 billion won in aggregate and building-stone quarrying firms respectively. The optimum sales Level for profit maximization are about 2.0 billion and 0.5 billion in aggregate and building-stone quarry firms respectively.