• Journal of Korean Society of Disaster and Security
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• v.12 no.3
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• pp.35-49
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• 2019

Currently in 2018, Korea has over 600 operating sewage disposal facilities. The law requires a sewage treatment plant to treat 500 tons or more of water per day, and a small-decentralized sewage treatment facility in a community to treat 50 tons or more to less than 500 tons of water per day. However, most facilities fulfill neither the quantity nor the quality requirements from the original design for such reasons as inflow of rainwater and ground water due to deterioration of pipelines and unauthorized input of wastewater in the pipelines. The research has selected 2 representative cases among the technical diagnosif sewage pipelines in many regions within the country to use it as the baseline of: hourly flowrate and BOD water quality analysis in both clear and rainy days, proper plant operation through inflow rate and ratio calculation, and diagnostic evaluation for deterioration of the pipelines and their accessary structures. This also suggests facilities that treats 500 tons or more of inflow per day to sample and analyze the water hourly for 24 hours once a week in both clear weather and rainy weather considering the influence of rainfall on a regular basis.

• Strategy21
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• s.46
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• pp.205-238
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• 2020

The origin of mission command can be traced to the era of the Prussian military reforms led by General Gerhard von Scharnhorst after defeats in battle of Jena and Auerstadt in 1806 against Napoleon I. Mission Command is the conduct of military operations through decentralized execution based upon mission-type orders. Commanders issue mission-type orders focused on the purpose of the operation rather than details of how to perform assigned tasks. The mission command has become the command philosophy of the German military and recently many countries in the west accept it as a command philosophy. This study compare and analyze the Battle of St. Vincent and the Battle of Jutland to make sure if the army-initiated mission commands were also useful for the navy. From the late 18th century, represented by the era of Nelson, Royal navy changed from the inherited rigid command culture to guaranteeing the disciplined initiative of its subordinate commanders. In the Battle of St. Vincent in 1797, Nelson acted contrary to the commander's orders at the crucial moment, which gave Britain a decisive victory. On the contrary more than 100 years later, the command culture of the Royal navy changed into a centralized command culture. In the Battle of Jutland in 1916, Royal Navy couldn't win because the rigid command culture did not guarantee initiative of subordinate commanders and subordinate commander's passive attitude of waiting for the commander's instructions even at critical moments. Therefore, a mission command that guarantees the initiative of subordinate commanders is a useful concept even in the navy because it makes subordinate commanders to take full advantage of a sudden change in battle. Today's advanced information and communication technologies have raised questions about mission command. But even advanced technology can't completely eliminate the fundamental nature of the war-the fog of war. War is chaotic and unpredictable. In the flood of lots of informations, senior commander's judgement is not always right because he(she) is also human, he(she) can make mistakes. In the age of informatization, mission command is still effective because it involves increasing interaction and synergy between senior and subordinate commanders by ensuring their independence. Therefore ROK navy also needs to activate mission command. ROK navy must dismantle the zero-defect mentality and apply from educations as Prussian did to establish a mission command culture.

• Korean Journal of Comparative Education
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• v.27 no.6
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• pp.191-210
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• 2017

The purpose of this study is to examine the current state of credit system in secondary and vocational education in Australia and Finland. For this purpose, this study compares the secondary vocational education system in Australia and Finland and compares how the curriculum is organized, operated and evaluated at secondary level. Australia and Finland have different characteristics in secondary vocational education system, while Australia operates vocational education programs mainly in comprehensive high schools under a decentralized system, while Finland is a centralized system and is divided into general education institutions and separate vocational education institutions. However, in terms of the organization and operation of the curriculum, both countries are based on the credit system, adopting the unemployed school system, and guaranteeing the choice of students. The results of this study are meaningful in that the policy direction to introduce and operate the credit system at the high school level recently has made meaningful implications through the present situation of overseas countries.

• Journal of Korean Library and Information Science Society
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• v.5
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• pp.119-168
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• 1978

This is a survey of the reserved book system in the pilot universities in Korea. We have surveyed only 22 university libraries among 29 pilot schools as of 1977, because of the differences in the library users, library organization, library facilities, and library materials between universities and colleges. In 1972, the Korean Ministry of Education developed a reformation plan for their higher education based on the teaching method of curriculum-oriented faculty instead of that of the faculty-oriented curriculum. The former puts emphasis on the cultivation of a student's thinking, creativity, and judgement through self-teaching to do a given assignment. The reserved book system in a college or university library is one of the most important methods necessary to accomplish the above educational aim. The survey used a questionnaire with 50 question on 28 items concerning the various aspects of the reserved book system in 22 pilot universities. the survey result discovered many problems needing correction. The following list describes the measures needed to correct the problems found in the pilot universities. 1. The management of a centralized reserved book system is much more effective and economical than the decentralized reserved book system when a university is located on the same campus. 2. In the university library, an independent reserved book department requires to gain the desired educational aims as compared with the reserved book room controlled by any other department in the library. 3. The reserved book system should not be adopted by all the departments at once but enlarged gradually, for it needs the understanding and support of faculty members and the university itself. 4. As competence is essential to the effective operation of the reserved book room, the university library should not place an unqualified person in charge of the reserved book department. 5. The librarian in charge of the reserved book department is required to do more professional works such as analysis of users, collection and analysis of syllabuses, maintenance of faculty member cooperation, establishment of measures to acquire unavailable materials, and drawing up an effective management plan. However, he is spending most of his time in clerical works, that is, non-professional works. 6. Three to five titles of each reserved book are considered reasonable and required materials should be shelved in proportion to the number of students, that is, one copy per eight or ten students if the materials are allowed to lend for two hours at a time. For the supplementary materials, the library needs to place two or three copies per subject. 7. Professors must select reserved books with care so that they can be used year after year. 8. Few universities are asking professors the number of class students and the date when the reserved material will no longer be needed on reserve. 9. The library should gather all the lists of reserved books from every professor at least three to five months before the courses open, because it takes a long time to obtain foreign materials. 10. It is desirable that the reserved book department should collect the lists and prepare the materials with promptness and consistency. 11. Instead of block buying, it is desirable to purchase reserved books at the time the library gets the reserved book list from the professors. The library should also inform faculty members whether it obtained each reserved book or not before the course open. 12. The library should make a copy of materials if a professor requires to reserve an out-of-print book or partial contents of a book, journal, and thesis. 13. An independent budger for reserved books from the budget for general materials is desired. 14. The shelf arrangement of reserved books by courses or professors under the same department is much more preferable than a classified arrangement. 15. While most of the universities adopted the open shelves system for all the reserved books, it is more effective and economical to take a compromise system, that is, closed shelves for requires materials and open shelves for supplementary materials. 18. Circulation of reserved books needs a different system between required materials and supplementary materials: two or three hours and/or overnight loan for the former and two and/or three days loan for the latter. 17. A reserved book room should be open a long time after class so that students can have sufficient time to use the room. 18. The library must take daily and monthly statistic as well as statistics on every aspect of the reserved book system in order that the library ma decide on policy and management of the reserved book room in collaboration with the university. Furthermore, regular reports on the use of the reserved book room should be made to the president and the executive council by the library to acquire their understanding and cooperation for the reserved book system. 19. Cooperation of faculty members is indispensable to the effective management of the reserved book department and it is desirable to make a committee which will fix various decisions about the system. Whenever the director of the library make his decision, he must consult with his staff in order to involve them earnestly in the operation of the system.

• Korean Security Journal
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• no.14
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• pp.485-516
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• 2007

Jeju Special Self-Government Province adopted an autonomous police system for the first time since 60 years in Korean police. The purpose of autonomous police system is to offer a police service to be suitable in regional conditions. But Jeju autonomous police system for nearly one year after adoption is criticized to be established on the ground of political reason but not local decentralization. Actually Jeju autonomous police has not a clear cut jurisdiction and operation scope because of the jurisdiction duplication between national and autonomous police. The original task is confined on environment and sightseeing so on given to administration police for local self-government. So criminal investigation authority on general crimes is not to Jeuju autonomous police on account of special judicial police. First, it is the structural rationalization of Jeju autonomous police system. It speaks that Jeju provincial police bureau and police station have to be as national police institution, on the other hand, patrol district station and police box have to be as autonomous police institution. Of course, functional division has to be followed. National police performs managing all the assembly and demonstration by the management law on assembly and demonstration including the suppression against any large scale demonstration and disturbance, also the investigation on serious crimes just as international crimes and broaden area crimes including all the felony. Together national police performs the duty concerned to all the foreign affairs and national securities in along with the investigation on traffic accidents. On the other hand, autonomous police performs the function for citizen's life safety as crime prevention and the enforcement on the violation against police operation law, together the traffic management and the regulation on traffic violations. and the investigation on minor crime as simple violence or petty larceny including the management on local big events. Second, the budgetary of autonomous police is rationalized by the share of budgeting between Korean government and Jeju special self-government province. Third, urgent arrest authority on general crime and the rights of claims for the summary trial on minor crimes are given to autonomous police. Of course, this problem is resolved naturally in case of giving the investigation rights to autonomous police on minor crimes.