• Title/Summary/Keyword: Desk arrangements

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An Analysis about the Elementary School Teachers' Perception of Classroom Space Utilization (교사의 교실공간 활용의식의 현황분석 -초등학교 교사를 대상으로-)

  • Suk, Min-Chul;Rieu, Ho-Seoup
    • Journal of the Korean Institute of Educational Facilities
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    • v.23 no.1
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    • pp.43-54
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    • 2016
  • The purpose of this study was to survey teachers' perception of classroom space utilization through analyzing the physical environment of elementary school classrooms (56 classrooms in 10 schools). Most of the teachers arranged desks in the two person parallel type (sectional layout : standard type) for their classes. Although the number was small, some classrooms used the T type, H type, U type, group type, and the teachers of such cases used these layouts for children's play activities or group learning. Some teachers changed the desk layout depending on the contents of learning or for different atmosphere of class, but about 40% of the teachers used the same classroom layout without any change during a semester. When the teachers' perception of classroom space utilization was examined according to the type and change of desk layout, the quantity and characteristics of posts, the position of posting spaces, and the size of activity spaces in the classroom, most of the teachers tended to be conventional without any characteristic, and only 16% of them were relatively active in utilizing classroom spaces. In addition, teachers of a relatively small class were more active in utilizing classroom spaces. In particular, perception was very low to utilize the classroom as a space for children's life or play activities or various types of learning. These findings suggest that it is necessary to improve teachers' perception of classroom space utilization in the future.

E-Commerce in the Historical Approach to Usage and Practice of International Trade ("무역상무(貿易商務)에의 역사적(歷史的) 어프로치와 무역취인(貿易取引)의 전자화(電子化)")

  • Tsubaki, Koji
    • THE INTERNATIONAL COMMERCE & LAW REVIEW
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    • v.19
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    • pp.224-242
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    • 2003
  • The author believes that the main task of study in international trade usage and practice is the management of transactional risks involved in international sale of goods. They are foreign exchange risks, transportation risks, credit risk, risk of miscommunication, etc. In most cases, these risks are more serious and enormous than those involved in domestic sales. Historically, the merchant adventurers organized the voyage abroad, secured trade finance, and went around the ocean with their own or consigned cargo until around the $mid-19^{th}$ century. They did business faceto-face at the trade fair or the open port where they maintained the local offices, so-called "Trading House"(商館). Thererfore, the transactional risks might have been one-sided either with the seller or the buyer. The bottomry seemed a typical arrangement for risk sharing among the interested parties to the adventure. In this way, such organizational arrangements coped with or bore the transactional risks. With the advent of ocean liner services and wireless communication across the national border in the $19^{th}$ century, the business of merchant adventurers developed toward the clear division of labor; sales by mercantile agents, and ocean transportation by the steam ship companies. The international banking helped the process to be accelerated. Then, bills of lading backed up by the statute made it possible to conduct documentary sales with a foreign partner in different country. Thus, FOB terms including ocean freight and CIF terms emerged gradually as standard trade terms in which transactional risks were allocated through negotiation between the seller and the buyer located in different countries. Both of them did not have to go abroad with their cargo. Instead, documentation in compliance with the terms of the contract(plus an L/C in some cases) must by 'strictly' fulfilled. In other words, the set of contractual documents must be tendered in advance of the arrival of the goods at port of discharge. Trust or reliance is placed on such contractual paper documents. However, the container transport services introduced as international intermodal transport since the late 1960s frequently caused the earlier arrival of the goods at the destination before the presentation of the set of paper documents, which may take 5 to 10% of the amount of transaction. In addition, the size of the container vessel required the speedy transport documentation before sailing from the port of loading. In these circumstances, computerized processing of transport related documents became essential for inexpensive transaction cost and uninterrupted distribution of the goods. Such computerization does not stop at the phase of transportation but extends to cover the whole process of international trade, transforming the documentary sales into less-paper trade and further into paperless trade, i.e., EDI or E-Commerce. Now we face the other side of the coin, which is data security and paperless transfer of legal rights and obligations. Unfortunately, these issues are not effectively covered by a set of contracts only. Obviously, EDI or E-Commerce is based on the common business process and harmonized system of various data codes as well as the standard message formats. This essential feature of E-Commerce needs effective coordination of different divisions of business and tight control over credit arrangements in addition to the standard contract of sales. In a few word, information does not alway invite "trust". Credit flows from people, or close organizational tie-ups. It is our common understanding that, without well-orchestrated organizational arrangements made by leading companies, E-Commerce does not work well for paperless trade. With such arrangements well in place, participating E-business members do not need to seriously care for credit risk. Finally, it is also clear that E-International Commerce must be linked up with a set of government EDIs such as NACCS, Port EDI, JETRAS, etc, in Japan. Therefore, there is still a long way before us to go for E-Commerce in practice, not on the top of information manager's desk.

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