• Korean Journal of Heritage: History & Science
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• v.50 no.4
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• pp.82-103
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• 2017

Systems operating construction expenses for preservation and repair of the architectural heritage may be divided into two in the Japanese colonial era. They are preservation cost nd preservation cost-aided constructions, according to the ownership of a building. Preservation cost construction refers to preservation and repair of government-owned buildings that Japanese Government General of Korea had the ownership and the right of management, and preservation cost-aided construction means preservation and repair of private buildings such as Buddhist temples. In the case of preservation and repair of buildings owned by the government, it was done by the Japanese Government General of Korea, so the same agent executed the budget and managed the properties. They included royal tombs and relics, old government offices, Hyanggyo and some Seowon. On the other hand, in the case of preservation and repair of private buildings, they were private properties, so Japanese Government General of Korea had rights only for permission of preservation and repair. If there was a request for .preservation and repair by an owner, the Japanese Government General of Korea decided on whether it would support its expenses or not and played a role of management and supervision. It applied to Buddhist shrines and pagodas owned by Buddhist temples and shrines and temples owned by individuals and families. Hence, in the case of government-owned buildings, because the preservation cost was spent from the Japanese Government General of Korea's budget for investigation expenses of historical remains or repair expenses of Jeolleung and ruins, they were classified into preservation cost constructions. As for private buildings, the cost was spent from their budget for aiding preservation expenses, so they were classified into preservation cost-aided constructions. Because preservation cost construction and preservation cost-aided construction were conducted by two different agents, there were a little difference in procedures for executing a construction. There was no big difference in the general progress of constructions but was an administrative difference in the kinds of documents submitted and the roles of field supervisors. Such dual systems remained unimproved throughout the Japanese colonial era. The Japanese Government General of Korea was the colonial government so much influenced by the Japanese Government. Most Japanese architectural heritage was owned by Buddhist temples and Shinto shrines and there was almost no building owned by the government, resulting in a unitary system unlike Korea. Heritage system by the Japanese Government General of Korea was established under the influence of Japan regardless of the situation in Korea. Accordingly, Japanese Government General of Korea could not present a definite solution in the bisected system of preservation and repair expenses for the heritage. It shows the limits of the Japanese Government General of Korea in the colonial era.

• Culinary science and hospitality research
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• v.7 no.3
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• pp.13-34
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• 2001

The case which it contracts with the dynamic result measurement system when actual outsourcing evaluation measurement is composed and then one result standard between the service supplier and the user is set, which owns jointly the expense which is reduced from that or the benefit which is created from that is increasing In the conclusion, for outsourcing management strategy of domestic foodservice industry in order to succeed, first it is accurate and examined that for what and how outsourcing should be introduced and as a result, what kind of result can be raised from that result\ulcorner Food service industry should be outsourced if you want to make more many investment in better humane resources, food & beverage-goods-security and education to provide eating-out service out of various business in food industry. When considering the actuality of the domestic foodservice industry that time it is appropriate, it sees. The foreign-brand goods which is introduced in the country are being executing in the 1ink of part management strategy. One of the most influential factor of domestic foodservice industry's management pressure is overspent management expenses, Does the namely expenses preparation effect reach which degree\ulcorner what kind of method can most decrease these expenses\ulcorner Doing grows the success and failure of the Korean foodservice industry controls result with the fact that it will operate with a big variable sees. The background which the domestic foodservice industry should introduce inevitably the outsiurcing system is to develop continuously nation foodservice industry in the way of cost curtailment of food-material, a labor cost curtailment with efficient application and synergic effect like specialty manpower utilization. The kindred competitive enterprises gradually concentrate management resource to the point ability from the present point of view which is increasing and a strategy position they secure, to prepare a competitive power, what sees it is important national industry must prepare a new paradigm. It is important to measure the result based on sales accomplishment in operation system dimension, and it is more important to appropriately apply regard of the evaluation measurement

• The Journal of the Korea Contents Association
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• v.20 no.3
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• pp.92-105
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• 2020

This study was aimed to identify factors affecting the purchase of indemnity private health insurance and analyze its effect on healthcare utilization by gender. This study analyzed data of the 2010-2016 Korea Health Panel Survey using panel logit model and panel regression model. Men were less likely to purchase indemnity private health insurance than women. Self-rated health and unmet need for healthcare in women were related to insurance purchases. In men, married people and residents of the metropolitan area were more likely to purchase. The indemnity private health insurance did not affect the women's outpatient expenses per visit, but for men it increased. The indemnity private health insurance significantly increased women's inpatient expenses per admission, but it did not affect men's inpatient expenses. This study confirmed gender differences in the factors affecting the purchase of indemnity health insurance and the impact of indemnity health insurance on healthcare utilization. This suggests that gender differences should be taken into account in private health insurance research and institutional operation.

• Journal of Korea Technology Innovation Society
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• v.21 no.4
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• pp.1345-1365
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• 2018

Following principal-agent relationship between government and funding agency effects on efficiency and management of project, this paper suppose that project management cost rate variable on outsourcing and administration of institution, applies multiple regression analysis and logit analysis by using factors that procurement status of institutional operating expenses and each subordinates scale (Budget, subject number) and method (Top-down/Bottom-up), not a total amount, for examining factors following project efficiency analysis and way of commission. The major variables which effect on efficiency of institution are management cost scale (0.36), institutional operating expenses ratio (-0.47), way of outsourcing, the factors that affect way of outsourcing are portion of project management cost (-38.5) and institutional operating expenses rate (-11.7). This means both legal and financial stability are necessary and it is avoidable moral hazard and adverse selection on principal-agent problem.

• Journal of Korean Academy of Nursing
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• v.34 no.6
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• pp.1117-1128
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• 2004

Purpose: This study was carried out to substantiate the application process of activity-based costing on the current cost of hospital home care (HHC) service. The study materials were documents, 120 client charts, health insurance demand bills, salary of 215 HHC nurses, operating expense, 6 HHC agencies, and 31 HHC nurses. Method: The research was carried out by analyzing the HHC activities and then collecting labor and operating expenses. For resource drivers, HHC activity performance time and workload were studied. For activity drivers, the number of HHC activity performances and the activity number of visits were studied. Result: The HHC activities were classified into 70 activities. In resource, the labor cost was 245￦per minute, operating cost was 9,570￦ per visit and traffic expense was an average of 12,750￦. In resource drivers, education and training had the longest time of 67 minutes. Average length of performance for activities was 13.7 minutes. The workload was applied as a relative value. The average cost of HHC was 62,741￦ and the cost ranged from 55,560￦ to 74,016￦. Conclusion: The fixed base rate for a visit in the current HHC medical fee should be increased. Exclusion from the current fee structure or flexible operation of traveling expenses should be reviewed.

• Journal of Navigation and Port Research
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• v.32 no.1
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• pp.65-72
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• 2008

This study is aimed to contribute in establishing new port policy by research and analysis in design of global port logistics network in the East Asia region. In order to build such port logistics network, 21 ports located in East Asia among the world's 50th largest ports were selected in this study. Furthermore, the amount of container cargo and the ports of call were analyzed to categorize the subject ports in East Asia. Finally, this study tries to find economic network between the base port in East Asia, EU or North America and feeder ports in terms of logistics cost. As a result, Singapore, Hong Kong, Shanghai, and Busan ports were found as the representative ports in the East Asia that may connect North America and Europe with the minimum logistics expenses. Therefore, to maintain the stable cargo volume in ports, Korea should promote not only the overseas terminal operation which links to the Singapore, Hong Kong, and Shanghai ports, but also establish the global port logistic network connecting the Busan port.

• The Journal of Sustainable Design and Educational Environment Research
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• v.6 no.2
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• pp.25-52
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• 2007

This paper is focused on the economical efficiency of the geothermal heat pump system in school. As the importance of problems of environment and energy becomes larger, the development and distribution of energy-saving technology in the whole nation has become influential. This paper is intended, targeting on school buildings scattered all over the country, to evaluate the introduction and possibility of a terrestrial heat system which is in the first stage of introduction in the country, through energy consumption and efficiency in case where a terrestrial heat system is introduced. To do that, the author performed a qualitative analysis of the heat pump system using various terrestrial heat energy and the system introduced to existing school buildings and, through the analysis, made tentative evaluation on the most environment-friendly and energy saving type system. Also, the author performed simulation analysis using a currently typical school building standard and, on the basis of this result, conducted efficiency analysis of various heat pump systems. The conclusion according to synthetical analysis & evaluation can be summarized as follows. In case a heat pump system is introduced to a school building, it was deemed the investment in the early stage would increase, but the investment could be collected within 5~6 years through reduction of large operation expenses. Also, it was analyzed in case of terrestrial heat contracted heat mode using midnight electric power among heat pump systems, not only early investment but also operation expenses could be reduced to a great extent. Accordingly in case the system using terrestrial heat energy is applied to the school buildings that are to be newly built or repaired in the future, it will provide an object-lesson to students as well as contributing to energy saving.

• Proceedings of the Korean Institute Of Construction Engineering and Management
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• 2008.11a
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• pp.905-908
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• 2008

The BTL project, 4 years since its operation, has benchmarked the PFI Project in Japan and has been introduced. Given the evaluation step to select a preferred bidder, in a technological factor, the basic plans are corrected and complemented, whereas in a price factor, the low price bidding system is being enforced. There is concern that how to select preferred bidders and how to operate project costs during operation and management period may be problematic. Thus, in this study, using the Analytic Hierarchy Process, the method of deciding the pribrity to select preferred bidders in an early stage of the project and the evaluation model to evaluate the validity of BTL project expenses in process of project enforcement are established. Targeting the group. composed of experts who have experiences in the BTL project. Then, the levelling of evaluation factors and grouping have been carried out as following: LCC analysis and disbursement for government including two more detailed factors.

• Korean Journal of Social Welfare
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• v.52
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• pp.117-141
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• 2003

This study is to identify the efficiency in Busan social welfare agencies between input factors and output factors. For this purpose, gathered are the 2001 services reports of those study agencies. This study used 4 difference model, model 1; comparing input factor(social worker number & labor cost) about output factor(the total number of program used person), model 2; comparing input factor(the total number of social welfare agencies staff & the total working expenses) about output factor(the total number of program used person), model 3; comparing input factor(the total number of volunteer, social welfare agencies staff & a period of operation) about output factor(the total number of program used person), model 4; comparing input factor(the total number of volunteer, social welfare agencies staff, a period of operation & the total working expenses) about output factor(the total number of program used person). Charnes's study(1978) provided an analytical tool for efficiency services output of non-profit organizations, and DEA(Data Envelopment Analysis) was a analytical framework for evaluating the impact of social service outcome. the finding are as follows : (1) In the results of comparing 4 models as same standard, we can find 35-55%(16-25) efficiency agencies among the 45 social welfare agencies. (2) For all DMU becoming the efficiency 1 to standard of output factor, model 1; 33 agencies are increasing the social worker number($\Delta$0.8 number), 10 agencies are raising the labor cost of social worker($\Delta$1,189,000 Won), model 2; 30 agencies are increasing the total number of social welfare agencies staff($\Delta$1.25 number), 14 agencies are raising the total working expenses($\Delta$1,447,000 Won), model 3; 8 agencies are increasing the total number of social welfare agencies staff($\Delta$2.26 number), 14 agencies are increasing the total number of volunteer($\Delta$52 number), and 10 agencies are increasing a period of operation($\Delta$13 month), model 4; 24 agencies are increasing the total number of social welfare agencies staff($\Delta$1.8 number), 12 agencies are raising the total working expenses($\Delta$5,017,000 Won), 12 agencies are increasing the total number of volunteer($\Delta$43.2 number), and 23 agencies are increasing a period of operation($\Delta$16 month).

• Korea Journal of Hospital Management
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• v.8 no.1
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• pp.135-164
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• 2003

The operating room is the major facility that costs the highest investment per unit area in a hospital. It requires commitment of hospital resources such as manpower, equipments and material. The quantity of these resources committed actually differs from one type of operation to another. Because of this, it is not an easy task to allocate the operating cost to individual clinical departments that share the operating room. A practical way to do so may be to collect and add the operating costs incurred by each clinical department and charge the net cost to the account of the corresponding clinical department. It has been customary to allocate the cost of the operating room to the account of each individual department on the basis of the ratio of the number of operations of the department or the total revenue by each operating room. In an attempt to set up more rational cost allocation method than the customary method, this study proposes a new cost allocation method that calls for itemizing the operation cost into its constituent expenses in detail and adding them up for the operating cost incurred by each individual department. For comparison of the new method with the conventional method, the operating room in the main building of hospital A near Seoul is chosen as a study object. It is selected because it is the biggest operating room in hospital A and most of operations in this hospital are conducted in this room. For this study the one-month operation record performed in January 2001 in this operating room is analyzed to allocate the per-month operation cost to six clinical departments that used this operating room; the departments of general surgery, orthopedic surgery, neuro-surgery, dental surgery, urology, and obstetrics & gynecology. In the new method(or method 1), each operation cost is categorized into three major expenses; personnel expense, material expense, and overhead expense and is allocated into the account of the clinical department that used the operating room. The method 1 shows that, among the total one-month operating cost of 814,054 thousand wons in this hospital, 163,714 thousand won is allocated to GS, 335,084 thousand won to as, 202,772 thousand won to NS, 42,265 thousand won to uno, 33,423 thousand won to OB/GY, and 36.796 thousand won to DS. The allocation of the operating cost to six departments by the new method is quite different from that by the conventional method. According to one conventional allocation method based on the ratio of the number of operations of a department to the total number of operations in the operating room(method 2 hereafter), 329,692 thousand won are allocated to GS, 262,125 thousand won to as, 87,104 thousand won to NS, 59,426 thousand won to URO, 51.285 thousand won to OB/GY, and 24,422 thousand won to DS. According to the other conventional allocation method based on the ratio of the revenue of a department(method 3 hereafter), 148,158 thousand won are allocated to GS, 272,708 thousand won to as, 268.638 thousand won to NS, 45,587 thousand won to uno, 51.285 thousand won to OB/GY, and 27.678 thousand won to DS. As can be noted from these results, the cost allocation to six departments by method 1 is strikingly different from those by method 2 and method 3. The operating cost allocated to GS by method 2 is about twice by method 1. Method 3 makes allocations of the operating cost to individual departments very similarly as method 1. However, there are still discrepancies between the two methods. In particular the cost allocations to OB/GY by the two methods have roughly 53.4% discrepancy. The conventional methods 2 and 3 fail to take into account properly the fact that the average time spent for the operation is different and dependent on the clinical department, whether or not to use expensive clinical material dictate the operating cost, and there is difference between the official operating cost and the actual operating cost. This is why the conventional methods turn out to be inappropriate as the operating cost allocation methods. In conclusion, the new method here may be laborious and cause a complexity in bookkeeping because it requires detailed bookkeeping of the operation cost by its constituent expenses and also by individual clinical department, treating each department as an independent accounting unit. But the method is worth adopting because it will allow the concerned hospital to estimate the operating cost as accurately as practicable. The cost data used in this study such as personnel expense, material cost, overhead cost may not be correct ones. Therefore, the operating cost estimated in the main text may not be the same as the actual cost. Also, the study is focused on the case of only hospital A, which is hardly claimed to represent the hospitals across the nation. In spite of these deficiencies, this study is noteworthy from the standpoint that it proposes a practical allocation method of the operating cost to each individual clinical department.