• International Journal of Internet, Broadcasting and Communication
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• v.11 no.4
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• pp.65-70
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• 2019

We are looking the impact associated with globalization in favor of small and medium enterprises (SMEs) growth and how helped to reduce the obstacle facing SMEs growth. We used empirical analysis in order to examine the relationship underlying the globalization and its impact to SME growth. We employed primarily data from Tanzania SMEs. Further we seeks to explain the negative notion that has been created that globalization is not friendly to SME growths. We employed primary data from Tanzania SMEs. The partial least squares (PLS) was used for analysis. The conclusion has indicated that globalization has a relationship with SMEs growth and has contributed to the reduction of obstacles that inhibit SMEs growth. However study confirmed controversial result on part of availability of managers and manpower with global perspectives to influence SMEs growth. The test accepted that globalization has influenced availability of managers with global perspectives but reject the availability of these managers influences the SMEs growth The results give a clear outlook to help policy maker in policy review process, formulate base for extensive study on issues for manager perspectives and draw intervention.

• International conference on construction engineering and project management
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• 2007.03a
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• pp.69-78
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• 2007

In real world, the project managers handle conflicting goals that govern the use of resources within the stipulated time and budget with required quality and safety. These conflicting goals are required to be optimized simultaneously by the project managers in the framework of fuzzy aspiration levels. The fuzzy linear programming model proposed herein helps project managers to minimize total project costs, completion time, and crashing costs considering indirect costs, contractual penalty costs etc by practically charging them in terms of direct cost of the project. A case study of bituminous pavement under construction is considered to demonstrate the feasibility of applying the proposed model for optimization of project parameters. Consequently, the proposed model yields an efficient compromise solution and the decision maker's overall degree of satisfaction with multiple fuzzy goal values. Additionally, the proposed model provides a systematic decision-making framework, enabling decision maker to interactively modify the fuzzy data and model parameters until a satisfactory solution is obtained. The significant characteristics that differentiate the proposed model with other models include, flexible decision-making process, multiple objective functions, and wide-ranging decision information.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.173-183
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• 2009

Knowledge management (KM) is one of the useful management tools in today's project management (PM) practice, such as construction projects. Nobody can deny the importance of "useful knowledge" always helps organizations and project managers shaping a decision. Due to the trend of globalization, it is now very common that an organization may comprise employees from different countries of distinct national-cultures working together. It is also not uncommon that different projects, within an organization, may have their own organizational-cultures which influence its knowledge repository, transfer process and knowledge strategy. Therefore, it is extremely difficult to align all these cultures and consolidate them to benefit the KM process and PM practice. Organizations and project managers understand that different national-cultural and organizational-cultural factors will create impact on the philosophy of KM process which will subsequently affect PM practice. Those factors may affect interpersonal relations and exchange of knowledge between projects and amongst staff. Systematic KM process can utilize the goodness of different employees from distinct cultures which can eventually drive the organization and projects to success. The purpose of this paper, based upon a case study of a Hong Kong construction company, is to discuss how those cultural factors are linked to KM and what organization and project managers can do to improve the KM process and PM practice.

• Journal of Korea Society of Digital Industry and Information Management
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• v.19 no.2
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• pp.121-133
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• 2023

Sustainability is bound to be an eternal topic for managers who run companies. This sustainability is required not only by managers but also by various stakeholders. As a result, many companies are implementing sustainable management and are actively utilizing ESG, which has become a hot topic since 2020. In this study, we examined sustainable management and ESG, focusing on LX Hausys, which was the first in the interior industry to write a sustainable management report and received an ESG evaluation grade A for five consecutive years. As LX Hausys promoted sustainable management, it naturally focused on ESG management. As a result of meeting with LX Hausys HR executives and ESG managers for this study, ESG is not accepted as a new one. Rather, he emphasized that there is no need to approach this approach to ESG with grandeur and difficulty. This approach is consistent with the argument that ESG is a true approach to sustainable growth, not a management strategy based on the times. Like LX Hausys, ESG management can be consistently and continuously performed when implementing ESG strategies based on the resources and capabilities of companies, which can be seen as leading to corporate sustainability. This ESG management will be the right way to create a permanent company.

• The Journal of Economics, Marketing and Management
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• v.4 no.4
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• pp.17-24
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• 2016

The purpose of the present study is to investigate the relationship between Management bonuses and earnings stability of the listed companies on the Tehran Stock Exchange (TSE). The population includes 94 firms selected through systematic sampling. The data is collected from the audited financial statements of the firms provided by TSE's website from 2009 to 2016. The results of multiple linear regression analysis show that there is a significant relationship between Management bonuses and earnings stability. The aim of this study primarily investigating the relationship between earnings stability and management bonus. In the case of this target, the next goal of this research is to develop a proposal for legislation in the domain of capital market, students and faculty as well as accounting information users provide research interests. Observations show many companies despite the decline in profitability, bonus managers to continually pay. Increase in listed companies Stock Exchange as well as the importance of communication between earnings quality and bonus managers in Financial Accounting the authors created an incentive to research about this relationship do. The results of this research could be the development of literature done in the past. Thus, more knowledge about the issue of sustainability and its relation to bonus managers the users of accounting information, accounting courses provide students and faculty.

• CRM연구
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• v.3 no.1
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• pp.49-71
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• 2010

This study set out to shed more specific light onto sales managers' coaching and salespersons'organizational commitment and role perceptions, which have been proven to work as important variables in salespersons' performance. It thus conducted an in-depth investigation into the overall sale management activities of sales managers from five high-sales organizations and five low-sales organizations and analyzed differences between them. The interviews of the ten sales managers were combined and analyzed. As a result, the ones from the high-sales organizations demonstrated the following characteristics: first, the salespersons of the high-sales organizations were strongly committed to the goals and values of their organizations. Second, the salespersons of the high-sales organizations had clear perceptions of their roles and showed relatively fewer role conflicts than those of the low-sales organizations. Third, the sales managers of the high-sales organizations demonstrated coaching behavior strongly. They provided positive feedback and role models for the salespersons to follow, thus earning great respect from them and maintaining trust-based relationships with them. And finally, the sales managers' organizational commitment and role perceptions had positive impacts on the salespersons' organizational commitment and role perceptions. Those research findings indicate that sales managers' organizational commitment and role perceptions can be a positive role model to salespersons and that such a role model can have influences on salespersons' performances as part of the characteristics of coaching behavior.

• Journal of Korean Society of Forest Science
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• v.90 no.5
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• pp.643-649
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• 2001

The case study of the Cooperatives' members and Sincere Forest Managers/Forest Successors was carried out to find the determinants affecting the forest investment of private forest owners and analyze their effects on it. For this the landowners' forest investment probability function was estimated using the logistical regression model. The results showed that the forest investment of the Cooperatives' members was the function of forest area, stand age, forest income, and technical assistance. Three of the variables (forest income, forest area, and technical assistance) exhibited a positive effect on the forest investment as expected, while stand age showed a negative effect unlike the expectation of the study. In case of Sincere Forest Managers and Forest Successors forest area, distance(1)(distance from forest to road accessible by vehicle), knowledge of financing program, and forest income were significant indicators for the forest investment. All these variables showed the expected signs; forest area, knowledge of financing, and forest income had a positive effect on the forest investment, and distance(1) showed a negative effect.

• Journal of the Korea Society for Simulation
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• v.22 no.3
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• pp.55-69
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• 2013

Managers are required to adopt and implement the human resource management practice that fit firm's strategy the most, so that optimize overall performance. However, the time and relative resources that any firm has are limited, which demands managers to understand the relative importance of all sorts of HR practice and promote them in an order of their relative importance. This study follows the universal perspective and contingency perspective(according to firm size and strategy type), try to identify the most effective HR practice on performance as well as their relative importance by "CART Ensemble" analysis. The results are as follows. From universal perspective, firms always need to high level of integration between strategy and HR department, decision making participation, autonomy of speed of working, and autonomy of way of working. Contingency perspective also suggested the importance of integration between HRM and strategy. But others are different case by case. This study suggests useful implications for managers.

• Proceedings of the Korean Society of Environment and Ecology Conference
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• 2003.04a
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• pp.64-67
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• 2003

• Journal of Korean Society of Occupational and Environmental Hygiene
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• v.32 no.1
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• pp.64-77
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• 2022

Objectives: The purpose of this study is to objectify the level of case management performance and the factors influencing performance, to improve the case management performance at the Korea Worker's Compensation & Welfare Service (KWCWS) on the basis of the recognition of the objective realities of case management by job coordinators at the KWCWS, to develop a model of case management fit for the KWCWS, and to provide a basis for establishing guidelines for standardized case management. Methods: A total of 156 questionnaires were distributed to job coordinators at the KWCWS's headquarters, six regional headquarters, and 55 branches. One hundred forty-one questionnaires were collected and 126 were analyzed statistically using SPSS 21.0. Factor analysis and reliability analysis were conducted to verify the validity and reliability of the main measurement items in the research model. Frequency analysis was conducted for general characteristics of survey subjects. Frequency analysis or descriptive statistics were conducted to identify the level of independent variables (case manager's individual variables, job variables, institutional and organizational variables). Dependent variables (case management performance) and the degree of correlation were analyzed through correlation analysis between research variables. Multiple regression analysis and hierarchical regression analysis were conducted to examine the effect of independent variables on case management performance. Results: The results of the study showed that the level of overall performance in the five stages of case management was ordinary, with an average level of 3.45 on a 5-point scale. Levels of performance by step were institutional approach and intake (3.69), assessment (3.63), goal setting and intervention planning (3.46), implementation of intervention plan (3.32), and evaluation and termination (3.20), in that order. The explanatory power of case management performance (overall) by case managers with the KWCWS was case manager's institutional and organizational variables, job variables, and individual variables, in that order. At each stage of case management, the explanatory power of a case manager's institutional and organizational variables was found to be the greatest. The model changes at each stage of case management assume similar aspects statistically. In hierarchical regression analysis, it was institutional support that had a significant effect on case management performance (overall), and institutional support had the greatest effect. The results of multiple regression analysis in which all variables are input simultaneously showed that institutional support and expertise as well as self-efficacy had a positive effect. However, case management work experience, expertise (technology), and autonomy were found to have a negative effect during the stage of case management performance. Conclusions: As a result of the study, it was confirmed that raising the case manager's expertise and support from the institution and organization are important factors to improve the level of case management performance. The research also derived practical ways of reinforcement of case manager capacity, institutional and organizational support, operation of rehabilitation-case management teams, and occupational health-related aspects.