• Asia pacific journal of information systems
• /
• v.29 no.1
• /
• pp.144-164
• /
• 2019

In their role as stewards of organizational information technology (IT), IT managers participate in crisis management activities. While much has been said about the power of technology in improving preparation for emergencies, the behavior of IT managers in crisis situations is not well understood. This paper addresses IT manager actions during the crisis response effort, when appropriate actions need to be taken at short notice. Recognizing that few guidelines exist for IT managers in these situations, we use recommendations from the crisis management literature in analyzing five earthquake cases from Japan and Taiwan. We identify several recommendations from this set for IT managers, which are related mainly to communications and leadership behaviors, suggesting that the IT manager role is a vital one in crisis response. The research additionally shows that recommendations from the crisis management literature have value also when applied to IT managers. Finally, we conclude on several ways that our understanding of IT manager crisis response could be developed by future research.

• Journal of Information Technology Services
• /
• v.20 no.3
• /
• pp.27-40
• /
• 2021

There have been a series of mixed reviews on the 'untact work' which was implemented for the safety of the organizational members from Covid-19. This study reports a follow-up study with a quantitative approach to issues identified by in-depth interviews with workers and managers who have experiences in work from home. To compare the views of workers and managers on untact work, 264 workers and 141 managers were surveyed. An analysis of agreement, congruency, and accuracy on the basis of the co-orientation model shows that workers are more positive about the untact work than managers and that managers are found to have a negative perception on untact work. This seems to be a burden on workers. More specifically, managers and workers show significant perception gaps on the issues of unfair evaluation and work-life balance. The results imply that organizations need to make efforts to minimize the perception gaps between workers and managers. This would bring about benefits from untact work.

• Journal of Information Technology Services
• /
• v.10 no.1
• /
• pp.89-103
• /
• 2011

ITS (Intelligent Transportation System) has been more popular but ITS project managements remain complex because of diverse stakeholders and multidisciplinary processes of ITS. The multidisciplinary process enforces specialized competencies on ITS project managers comparing to other system integration project managers. In this paper, we derived core competencies of ITS projects from previous researches, built the hierarchy of the competencies, and employed AHP (Analytic Hierarchy Process) surveying ITS project managers and auditors with the hierarchy. Finally, we analyzed the difference of evaluation model on ITS project manager between project managers and auditors using Mann-Whitney U test. Additionally we suggest a method of building MECE (Mutually Exclusive and Collectively Exhaustive) structure for AHP using the HoQ (House of Quality). We expect our model to give some inspirations for raising capable ITS project managers and selecting a proper project manager for an ITS project.

• The Korean Nurse
• /
• v.29 no.5
• /
• pp.46-53
• /
• 1991

In the past, management had been done over nurses rather than nursing and this brought the existence of general manager and as a result, nurse-manager's position and role are being threatend. For the up-bringing of nursing to firm professional recognition in the 21st century, it is firmly believed that nursing managers are to be in the position to play the role of general manager with professional qualifications; personal qualities and exact understandings on the role and function of each tier group under her/his management. 124 top(3 nursing superintendents), middle-range(23 supervisors) and unit managers(98 head-nurses) from 3 university hospitals in Seoul were interviewed in order to investigate their belief in the role, professional qualifications, personal qualities as well as the strategy for the development of their leadership qualities. The frame of reference for the interview were developed by the researcher in reference to relevant literatures. It was the common belief that qualifications o[ top-managers and mid-managers require an educational background of master's preparation or higher and clinical career for at least 15 years for top-managers and 5 -10 years for mid-managers. The personal qualities required by nurse managers include; leadership, initiative, judgement, self-confidence, flexibility, open-mindedness and strong motivation. Achievment-orientedness would greatly help them become excellent managers. On the other hand, [or more effective management, managers of each teir group are to fully understand their role and perform "their job responsibilities ie. Top managers are supposed to study with emphasis on organization, function and conceptual s~ill while mid-managers concentrate their effort on the development of skills for direction, guidance and human relationship. Unit managers also supposed to have abilities to manage their function with emphasis on development of clinical performance skill, for direction on operative aspects. The strategies for the development of leadership qualities include program-planning at individual instutional level as well as local, national and international level. Nurse-managers are to be motivated and encouraged to participate in the programs in order to effectively communicate within tier groups.oups.

• Journal of Korea Society of Industrial Information Systems
• /
• v.13 no.4
• /
• pp.14-23
• /
• 2008

Information Technology (IT) managers play an important role as a bridge between technology and business, and it is therefore important to determine what skills are required for this position. Although many previous studies have investigated the skills necessary for IT managers to perform their roles, most of these studies are based on the data collected from companies in the US. However, given the increased labor mobility in the IT industry, it is important to determine whether IT manager positions elsewhere require the same skills as the positions in the US. This study is a first step in this direction and attempts to determine whether there are any differences in skill requirements between Korean IT managers and American IT managers, and, if so, what they are.

• Journal of Community Nutrition
• /
• v.8 no.3
• /
• pp.127-133
• /
• 2006

This study attempted to investigate and compare the level of needs and expected benefits of information technology(IT) applications in restaurant operation from managerial and employee levels. Self-competence levels, education and training needs, and the company IT application levels were evaluated. The respondents for the study were the staff of full-service, mid-scale restaurants owned by a firm. Among the respondents, 17.6% were in managerial level(managers) and 82.4% were in employee level(employees). The results of this study indicated that compared to employees, managers perceived more in-depth that IT is beneficial and is needed in restaurant operation. Both groups rated IT as very much needed and beneficial to restaurant operation. However, managers rated their own technological competence significantly higher than the employees did. Both groups expressed the desire for IT training and education although the managers' needs were stronger than the other group. The company's IT application level was assessed by the managers and employees at a slightly higher than average score on a 5-point scale, showing no difference between the groups. The study findings show that the respondents perceived the IT needs and benefits than the present IT application level of restaurants, which suggests more IT applications be adopted to the restaurant operations.

• Journal of Korean Academy of Nursing Administration
• /
• v.6 no.3
• /
• pp.333-345
• /
• 2000

The health care environment becomes more competitive every day. It has fallen to nurse managers - from vice presidents of patient care to nurse managers and their assistants - to recruit and develop a workforce that successfully meets the needs of both patients and the organization. This means employees who demonstrate advanced critical thinking skills, creative problem solving, and sound decision making skills combined with clinical skills and patient advocacy. The environment which nurse managers create and the way they relate to their workforce, are pivotal to organizational viability. Especially leadership of first -line nurse managers contributes to the success of their organizations. First-line nurse managers are deserved to be one of the most administrative supervisors through the middle stratum in a hospital organization as being a manager in the field service if assessed from the overall aspects of hospital, as being an interim managers in the nursing department as well as being a supreme supervisor in a unit in terms of an organizational structure in the hospital. Similarly, as a compete leader, the first-line nurse managers have not only a professional which is qualified to perform a role of appropriate coordination with medical staff and key personnel but also hold an important key position a being responsible for performing his or her given role. The first-line nurse manager is expected to manage human and fiscal resources in ways not required before. While an identified need for well-prepared first-line nurse manager continues to plague the profession, first-line nurse managers often have difficulty providing the leadership required. The need leadership training to function effectively in their positions. But we hardly find a useful leadership training program for first-line nurse managers, therefore the purpose of this study was to developed the leadership training program for them. The steps of leadership program development were below: 1st step, 2 studies were done before develop a leadership program. One was done to ask to first-line nurse managers what they want to learn through leadership training, the other one was to ask the staff nurses what their opinions are for their first-line nurse managers leadership. 2nd step was searching other leadership programs contents. The results of this study were below: The total amount of hours is 24. Leadership training program contents are : Future of nursing profession (210min), understanding basic factor's of leadership and leadership theories(310 min), self understanding as first- line nurse managers(320 min), basic principle and practice of interpersonal relationship(210 min), assertiveness training, conflict management (180min), and group study(210min). This is challenging time to be a leader, especially in nursing. As nurse managers look toward the new millennium, it seems as through the same struggles are ahead that are behind. So nurse managers need to embrace change with a positive attitude. They need to demonstrate risk taking and support it in their staffs. All these things are possible that after they participate the leadership training program.

• Asia pacific journal of information systems
• /
• v.13 no.2
• /
• pp.67-85
• /
• 2003

This study was conducted to analyze Korean companie's perception in IT investment cost-benefit analysis(CBA), and to see if various user group's perception is different. Literature was reviewed to classify and define variables in IT CBA, and questionnaire was distributed to CEOs, CIOs, IT managers, and general managers in Korean companies. Respondent's priority ranking in IT CBA was shown to be tangible benefit, direct cost/intangible benefit, and indirect cost/risk. Data analysis showed that Korean companie's actual practice in CBA was generally aligned with their perception. User group's(Executives vs. mangers, and IT managers vs. general managers) perception was not shown to be statistically different. Survey result also showed that IT CBA was not well practiced in the companies although respondents perceive the analysis very important. These findings suggest that more education and practical experience is needed for Korean companies to perform IT CBA.

• Journal of the Korean Home Economics Association
• /
• v.46 no.8
• /
• pp.73-84
• /
• 2008

The aim of this study was to identify perception discrepancies related to organizational effectiveness in childcare center. To achieve this, managers and teachers were treated as two different subjects. Statistical analysis showed that perception influences differed between managers and teachers. Managers were affected by organizational characteristics and director of the organization. On the other hand, teachers were affected by organizational characteristics and the manager of the child-care center. It was established that the different view points of managers and teachers led to a situation where a manager perceived organizational effectiveness in a more holistic and positive light compared to teachers. It is our assertion that in order to run a child-care center efficiently, it is very important to fortify the ability and authority of managers.

• 한국경영정보학회:학술대회논문집
• /
• 2007.11a
• /
• pp.96-101
• /
• 2007

This study has examined the project managers' competency and suggests three competency factors, which are technical, human, and conceptual skills, for the success of IT projects. The study suggests that IT project managers should master three critical skills and knowledge requirements, and consider the proper leadership style for the successful implementation of IT projects. Especially this study has examined the effect of the fit between project managers' competency and leadership style on the performance of IT projects.