• International conference on construction engineering and project management
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• 2020.12a
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• pp.323-330
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• 2020

Project delays, cost overruns, and disputes are becoming a norm for the construction industry in Hong Kong. Researchers argue that the inability of traditional contracts to manage risk and associated changes are perhaps the main points of contention. The Institution of Civil Engineers published a new engineering contract (NEC), NEC4 Suite of Contracts in this to facilitate better risk management through collaborative culture in construction projects. NEC aims to increase the chances of project success thought its flexible nature of contracts, 'simple' and 'clearly written' documents and provision for the incentive by adopting a better management approach. This paper focuses on traditional and NEC contracts to compare risk management and change management aspects. Through literature review and preliminary interviews with three industry professionals, the paper is exploring how a change in traditional contracts can recuperate from disaster. Our interviewees in this work have extensive experience in traditional as well as in NEC contracts. The results suggest a proactive risk management provisions in NEC contracts does make a difference to avoid later escalation of issues. Whereas, management of change helps streamline all identified issues through a structured process without going in mediation or litigation. NEC, with its new approach to collaborative working, allows partners to be vigilant, yet gratifying in the project process.

• Korea Journal of Hospital Management
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• v.20 no.1
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• pp.1-12
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• 2015

This study aims to examine the effect of a change of leadership on internal environment and organization effectiveness and suggest measures on effective organizational management by analyzing a change of leadership before and after 2nd generation management. There was analysis of a difference of leadership type, organizational structure, organizational culture, management resources, job satisfaction, and organizational commitment between the period of the founders and the period of 2nd generation successors by collecting data from employees of 6 hospitals in Seoul. Also there was analysis of the effect of a change of leadership on internal environment and organizational effectiveness. According to the analysis, it was demonstrated that the factor affecting job satisfaction during the period of the founder was complexity of organizational structure, and there were no factors affecting organizational commitment. In contrast, during the period of the 2nd generation successors, it was revealed that transformational leadership, centralism of organizational structure, and human resources of management resources affect job satisfaction, and transformational leadership, complexity of organizational structure, hierarchical culture of organizational culture, and human resources of management resources affect organizational commitment. Further, after the succession from the founders to 2nd generation successors, as transformational leadership increased, job satisfaction rose, and as developmental culture was reinforced and human resources increased, organizational commitment was heightened. Furthermore, as transformational leadership increased and developmental culture was reinforced, organizational commitment was heightened. Namely, as transformational leadership was reinforced resulting from the succession to 2nd generation, employees' job satisfaction and organizational commitment increased, with circumstances aiming for the actual change.

• Journal of Korea Society of Industrial Information Systems
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• v.12 no.5
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• pp.211-218
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• 2007

Currently, many organizations introduce ERP system as a key enabler of business strategic accomplishment and it can improve productivity and efficiency of organizations by integration and managing enterprise resources. Already many organizations have introduce ERP system and the number of introduced ERP system is increasing steadily. Unfortunately, even though organizations have invested much money, previous studies showed the ERP systems had not always turned in good result. It is easy to find studies that suggest successful implementing strategies for ERP systems. Even if the importance of ERP change management has been emphasized, studies for change management are seldom. This study reviewed the previous literature on strategic use of change management in enterprise. In order to establish a successful implementation of ERP, this paper suggests proper solutions to conduct change management according to implementation phase with activity and output, especially analyzing successful organizations in implementing ERP system through consistent change management.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1991.10a
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• pp.198-198
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• 1991

• Proceedings of the Korean Society for Quality Management Conference
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• 2009.10a
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• pp.370-376
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• 2009

Study of IFI(Integrated Field Innovation) means change of management. This study sill introduces IFI which is a new methodology of change and innovation of workers, and will describe how workers participated in the activities voluntarily. The principle of IFI is that letting employees to find the problems of the sites -anything that makes employees considering as the problem while they are working-and solve those problems through any tools own their own. Workers do not have to waste their time on bounding by unnecessary tools and processes. There are some cases that company "D" has been actually applied the IFI methodology in 2008. By application of IFI methodology to "D" company, which is proved that methodology is good change management program for workers who work in the manufacturing field.

• Asia pacific journal of information systems
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• v.17 no.1
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• pp.1-31
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• 2007

This research proposes a conceptual framework to highlight the importance of change management after firms implement ERP systems. With ERP, firms need to rework their business processes to make information flow smoothly within organizations. Firms cannot realize expected returns from ERP investments unless changes are effectively managed after ERP systems are put into operation. The research model is empirically tested using data collected from over 170 firms that had used ERP systems at least for more than one year. Our analysis reveals that the eventual success of ERP systems depends on effective change management after ERP implementation, supporting the existence of the 'valley of despair.

• Journal of the Korea Safety Management & Science
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• v.22 no.4
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• pp.27-34
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• 2020

This investigation was carried out in Liaoning, Shandong, and Shaanxi where classified most of their geological organizations into profit organizations, which means they must implement enterprise-oriented reform immediately. The valid 311 questionnaires were collected and used to verify the serial mediating model by AMOS 23.0. Results verified the crucial mediating effects of structural and psychological empowerment between external-focused organizational culture and openness for change. Adhocracy culture positively affects employees' openness for change through three indirect paths, including one mediator and two mediators. Market culture impacts individuals' openness for change through two indirect paths, one is through structural empowerment and another one is through two mediators. The findings provide managers in geological organizations with an empowering management practice model which could promote geological industry reform effectively.

• International Journal of Highway Engineering
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• v.16 no.4
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• pp.127-134
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• 2014

PURPOSES : To operate more efficient traffic management system, it is utmost important to detect the change in congestion level on a freeway segment rapidly and reliably. This study aims to develop classification method of congestion change type. METHODS: This research proposes two classification methods to capture the change of the congestion level on freeway segments using the dedicated short range communication (DSRC) data and the vehicle detection system (VDS) data. For developing the classification methods, the decision tree models were employed in which the independent variable is the change in congestion level and the covariates are the DSRC and VDS data collected from the freeway segments in Korea. RESULTS : The comparison results show that the decision tree model with DSRC data are better than the decision tree model with VDS data. Specifically, the decision tree model using DSRC data with better fits show approximately 95% accuracies. CONCLUSIONS : It is expected that the congestion change type classified using the decision tree models could play an important role in future freeway traffic management strategy.

• IE interfaces
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• v.22 no.3
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• pp.243-251
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• 2009

The driving force of the manufacturing field is members' mind-set and activity. However, there is no appropriate program of change management for workers who work in the manufacturing field. Most of the small group activities were focused on the fixed tools and processes to make improvement only, not the change itself. Therefore, it was difficult to have self generating energy without actually motivating people of change. Study of IFI(Integrated Field Innovation) means change of management. This study will introduces IFI which is a new methodology of change and innovation of workers, and will describe how workers participated in the activities voluntarily. The principle of IFI is that letting employees to find the problems of the sites -anything that makes employees considering as the problem while they are working- and solve those problems through any tools own their own. Workers do not have to waste their time on bounding by unnecessary tools and processes. There are several cases that company "D" has been actually applied the IFI methodology in 2008. Through these cases, IFI proved that it was a optimized methodology for workers who work in the manufacturing field.

• Journal of Korea Game Society
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• v.5 no.1
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• pp.33-40
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• 2005

Game Designs & Developers that system designs improve, the product and the change of tasks to all developers are essential in achieving On-Line Game project. Existent Or-line Game project management designs supper the definition and the change of project activities, and configuration management designs support version check, workspace management, build management, etc. In this paper. the proposed Design defines Game component based development process model, and achieves recording of process progression, processing the request of change, reporting the progression of each task, product registering and change, version recording, artifact or form search, etc. using UML. Furthermore, study on the stake holders get the systematic management and standardization by sharing information that are necessary in Game design & development and configuration management in distributed environment using the system integrated management design.