• Proceedings of the Korean Institute of Interior Design Conference
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• 2007.05a
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• pp.216-221
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• 2007

This study is about an architectural change for traditional hospitals to meet the challenges of the rapidly changing general hospital through a case study on specialized centers in Korea. Rapidly changed social facts are made new paradigm which is not functional organization but patient centered. It makes many changes from traditional hospital to specialized center, such as disease based care organization, cancer center. The purpose of this study is to find architectural design guidelines for general hospitals which are struggling to change from to functionally organized hospital to the new disease and organ based care center that are patient focused. In order to find applicable design guidelines, analyze general hospital's organizational features and their factors.

• Journal of the Korean housing association
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• v.10 no.4
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• pp.91-99
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• 1999

The shortage house in seoul is an important issue of which has been caused by the population concentration. The apartments and large housing complex had begun to build up to solve its problems, but the apartments on a small scale have being constructed recently due to the growing of a land value. As a result of these, the problems appear to the system and organization of a present residential district. This study has a purpose of researching about the change in the sphere of resident system and the organization, as the apartments being made up on the present residential district.

• Journal of Information Technology Applications and Management
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• v.10 no.2
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• pp.1-18
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• 2003

Recently, e-business has very much attention in the management fields because it is expected to fundamentally change the way many business compete. Business that don't understand the changes and that can't change their operating model in time will be at a disadvantage. Information technology infrastructure and its management are key components of e-business The purpose of this study was to investigate the effects of information technology infrastructure and its management to the type of information systems used and the use of e-business. A total of 56 Korean firms responded to the survey instrument. There was indirect effect to the use of e-business from the information technology structure via communication capacity and direct effect from management type. The study also found that firms with less centralized forms of information technology were more frequent users of e-business, Firms that have more freedom in information technology decision making tended to be users of the new technology and take advantage opportunities that exits on the information technology.

• Journal of the Korean Institute of Rural Architecture
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• v.5 no.3
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• pp.53-64
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• 2003

Recently the change of family environment has influence on the configuration of the family welfare unit at the social welfare center. And so the relation of space and function required its change. The essential role of social welfare center is family welfare, domiciliary and community care, community organization, social education etc. In this sence, this study explored the condition of space planning for the family welfare at the social welfare center. For this study, it was reviewed the role and function, the service program, the degree of unit activity importance, space satisfaction, the usage characteristics. In sum, the useful data were collected, analyzed, and synthesized through case study and could be used in the guidelines as reference information for the spatial organization of the family welfare unit at the social welfare centers in small town.

• Journal of Korean Society for Quality Management
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• v.30 no.2
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• pp.11-25
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• 2002

This paper is to find how does service orientation of organization and human resource job satisfaction affect its customer orientation, that is, its service attitude and behavior toward customer. Purpose of this study is also to measure the level of employees' customer orientation more systemic. Consequently, the correlation between service orientation and performance can be identified and more effective guideline for service quality management can be draw through this study. The findings of this paper are as followings; Firstly, it is found that reward system and CEO's vision toward service orientation affect employee's job satisfaction positively, It's analyzed on Gap analysis model of PZB. Secondly, in point of inner marketing, employee who is satisfied with his job shows higher customer orientation. Thirdly, strategy change of organization in response to environment change in hospital industry influences on performance positively.

• Journal of Information Management
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• v.29 no.2
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• pp.37-53
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• 1998

The organization of university library is still not corresponding effectively with the infomation age. Therefore, the purpose of this study is to survey and analyze an organizational change which appears in the process of automatization, and to provide of fundamental elements for the efficient management in university library.

• Journal of The Korea Institute of Healthcare Architecture
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• v.22 no.4
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• pp.19-27
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• 2016

Purpose: This study shows a changing tendency of Japanese psychiatric hospitals, presenting "Visions in Reform of Mental Health and Medical Welfare", changed to "Hospitalized Medical Treatment to Living in the Community" and reducing the number of beds since 2004. Methods: This study uses a documentary survey, especially Jananese "Visions in Reform of Mental Health and Medical Welfare System" and a field survey on hospital built for early treatment and return to society after 2004. Results: Change tendencies of psychiatric hospitals are 1) diversification of isolation room and ward, 2) cluster of patient's room, 3) phased organization of space, 4)individualization. Implication: This study will be an important data for researching plan of Korea psychiatric hospital which needs to change by global tendency.

• Korean Institute of Interior Design Journal
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• no.41
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• pp.96-103
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• 2003

The historical separation between organization studies and architecture area created a design environment in which wort processes are evaluated separately from setting where they occur. The impact of separation has been parallel yet disconnected development in th two disciplines in which the advance in one arena have not precipitated advances in the other. This is the unfortunate loss as each discipline has the potential to contribute directly to the other. With the emergence of new economy the opportunity to realign the tow disciplines is once again presented as new ways of working have enhanced this opportunity. It is important to revisit the historical development of the tow disciplines and to discuss how the misalignment of their respective concerns contributed to the establishment of our current situation. What happened to create an environment in which organizations assume that one of their largest capital expenditures the cost of providing work spaces for employees is unrelated to their work process\ulcorner what recent developments offer opportunities to rectify this dilemma\ulcorner In this study it is presented a historical review of organization studies and architecture. Through examination of these areas across time it becomes quite apparent that it is now appropriate to pose new questions about organization and their architecture. The comparison of two parallel developments explains how the current design environment is separated from organization studies and offers compelling evidence for why it is important to revisit this separation in light of contemporary theories on collaborative work, organizational learning and communities of practice.

• Korean Journal of Organic Agriculture
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• v.29 no.1
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• pp.1-23
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• 2021

The form of agri-food transaction has taken a rapid change from the existing method since Covid-19. In response to changes in the market environment such as Covid-19, the integrated marketing organization in Jeollabuk-do was diagnosed from the point of view of innovation, and the future direction was examined. In order to improve the distribution structure of the production area, an integrated marketing organization was fostered, and both quantitative and qualitative growth were brought about. However, some regions still lack willingness to participate and lack of expertise. In particular, there is no infrastructure and strategy to prepare for the increase in non-face-to-face transactions post Covid-19. Online transactions also require economies of scale, so non-face-to-face transaction capabilities must be reinforced by adding a separate organization and experts in charge of online transaction functions within the integrated marketing organization. In the future, online sales are highly likely to expand not only to transactions between producers and individual consumers (C to C), but also to mass consumer (B to B) transactions. It will be an opportunity. In addition, it is necessary to efficiently use production area distribution facilities such as sorting and packaging. Since the non-contact transaction method will increase after Corona 19, it is necessary to strengthen marketing capabilities such as expansion of utilization rate, order placement, settlement, and customer management, and reorganization of specialized organizations.

• Journal of Distribution Science
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• v.13 no.12
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• pp.113-131
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• 2015

Purpose - In today's era of globalization, the competitive power of enterprises is growing fiercer, calling for organizations to be able to respond flexibly to survive and maintain predominance in competition. In turn, keen competition exists among enterprises for the systematic management of members' knowledge to secure predominance in such competition. Under such circumstances, SMEs must find and utilize positive causes for change that affect organizational performance. The objective of this study is to analyze the structural relationship between four factors known from prior research-a CEO's positive leadership, members' positive life positions, learning organization activities, and job engagement-and organizational performance. Research design, data, and methodology - To achieve this objective, this study established the following four research problems. First, do CEOs' positive leadership, members' positive life positions, learning organization activities, and job engagement affect organizational performance? Second, do CEOs' positive leadership, members' positive life positions, and learning organization activities affect job engagement? Third, do CEOs' positive leadership and members' positive life positions affect learning organization activities? Fourth, does CEOs' positive leadership affect members' positive life positions. Additionally, to achieve the objective of this study, the research model was selected on the basis of a documentary survey of 787 full-time employees at 100 SMEs, which was used to collect related data. Results - The following conclusions were drawn. First, a CEO's positive leadership directly affects members' positive life positions, learning organization activities, and job engagement. Second, positive leadership only indirectly affects organizational performance. That is, positive leadership has an indirect effect on organizational performance given the parameters of members' positive life positions, learning organization activities, and job engagement. Third, members' positive life positions directly affect learning organization activities and job engagement, but indirectly affect organizational performance with learning organization activities and job engagement as parameters. Fourth, learning organization activities directly affect job engagement and organizational performance. Additionally, learning organization activities indirectly affect organizational performance with job engagement as a parameter. Fifth, job engagement directly affects organizational performance. Conclusions - A CEO's positive leadership and members' positive life positions do not directly affect organizational performance but have a positive effect through learning organization activities and job engagement. In particular, CEOs' positive leadership was proven to be the major factor to affect members' positive life positions, learning organization attitudes, and job engagement, and learning organization activities and job engagement were found to be major factors that directly affect organizational performance. Considering these conclusions, the direct effect of a CEO's positive leadership on organizational performance is not statistically significant but seems to affect members' positive life positions, learning organization activities, and job engagement, which ultimately affects organizational performance. In addition, CEOs' positive leadership is an important factor that enhances the factors with the strongest effect on organizational performance-activities of learning organizations and job engagement.