• Korea Journal of Hospital Management
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• v.17 no.2
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• pp.34-51
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• 2012

This study is an empirical research to identify difference of education training satisfaction by demographic variables, and to investigate the influence of education training satisfaction on the member's organizational commitment in general hospitals. As a result of ANOVA, t-test based on the data of 325 employees in 7 general hospitals in Korea, education training satisfaction has a significant difference by a construct and demographic variables. Education training satisfaction has a significant difference by a construct such as education training system, education training administration and education training practice. Education training satisfaction has a significant difference by occupation, career, scholarship. Education training satisfaction has a partly significant difference by status, age. But it has not a significant difference by sex distinction. Satisfaction of education training system and education training practice has a significantly positive relationship with organizational commitment. But Satisfaction of education training administration has a partly positive relationship with organizational commitment. By these results, the advanced education training structure needs to equipped in order to elevate management performance in general hospitals.

• Journal of the Korean Society for information Management
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• v.18 no.2
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• pp.273-294
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• 2001

In recent years, changes in the university libraries environment have led to increased emphases on improving or restructuring the organizational structures of university libraries. Technology, trends toward access over ownership, user focus, and restructuring in higher education are some of the major factors contributing to these changes. The users' new information retrieving behavior are emerged from the developments in information technology with new media and from the competitive research environments, and thus this trend has led to the gradual increase of collection arrangement by subjects rather than by forms, particularly from 1995 in Korean universities' libraries. Users especially in university libraries who are frequently seeking information on the specific subject, are going to find a room accoinmodating all forms of information on the subject, that is, one-stop information service. As a result, subject division structure have adopted as a new organizational structure in Korea. Our survey shows 34 out of 73 university libraries in Korea is taking this structure of which collections are arranged by subjects, while the rest of them are operating with a traditional organizational structure by forms focusing on keeping of collection management. In the future, university libraries with traditional organizational structure will be moving towards the subject division structure which is a recommended one by this study.

• The Journal of the Korea Contents Association
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• v.21 no.5
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• pp.592-606
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• 2021

This study examines the impact of knowledge management strategies and knowledge management determinants for each type of knowledge management of a company on knowledge activities, and because each company's situation and conditions are different, it is necessary to approach each knowledge management type. The analysis was conducted using the SPSS 18.0 program targeting 81 companies that have introduced knowledge management systems or knowledge management by categorizing them into technology-oriented and combined types. The result is that Initial types are based on changes in organizational structure and active adoption of information technology, and the Organizational knowledge centers use management systems (CEO support, performance compensation system, education and training system) and infrastructure building and information technology to maximize individual knowledge. The Information technology-oriented types rely more on information technology such as infrastructure building and information technology use rather than organizational knowledge. and the Combination type is understood as an educational and training system and decentralized organizational structure for the overall expansion of the organization. Through this study, effective and significant strategies, knowledge management determinants, and knowledge activities for each type were presented.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.05a
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• pp.595-598
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• 2004

In recognizing knowledge as a new resource in gaining organizational competitiveness, knowledge management suggests a method in managing and applying knowledge for improving organizational performance. Much knowledge management research has focused on identifying, storing, and disseminating process related knowledge in an organized manner. Applying knowledge to decision making has a significant impact on organizational performance than solely processing transactions for knowledge management. In this research, we suggest a method of knowledge-based decision-making using system dynamics, with an emphasis to strategic problems. The proposed method transforms individual mental models into explicit knowledge by translating partial and implicit knowledge into an integrated knowledge model. The scenario-based test of the organized knowledge model enables decision-makers to understand the structure of the target problem and identify its basic cause, which facilitates effective decision-making. This method facilitates the linkage between knowledge management initiatives and achieving strategic goals and objectives of an organization.

• Journal of the Korean Society of Food Culture
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• v.28 no.3
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• pp.282-292
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• 2013

The purpose of this study is to identify a suitable organizational diagnostic model for analyzing the management efficiency of food service firms. We used the three-iteration Delphi technique on a panel of 19 business employees, 7 industry experts, and 4 employees in the food service industry. A total of 36 assessment indicators were developed through this panel, with numerous major findings. First, it is important to evaluate the leadership qualities of employees in terms of their motivation and competency. Second, it is important to evaluate the ability of employees to interface well with other employees. Third, it is important to evaluate and manage the brand image recognized by customers. Fourth, it is important to evaluate the fairness and regularity of the rewards given for an excellent job performance. Fifth, it is important to evaluate the level of communication and information distribution in the organizational culture. Last, but not least, it is important to evaluate the transparency and fairness of an organization in its human resource management (HRM) and the efficiency of its organizational structure. In conclusion, this study empirically shows how food service firms can develop an organizational diagnostic model to increase their managerial efficiency.

• Management & Information Systems Review
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• v.4
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• pp.225-255
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• 2000

The basic purpose of this research is to analyse a relationship between the integration level of AMT(ILAMT) and manufacturing performance (cost, quality, flexibility, delivery) and to identify the moderating effects of organizational structure in the relationship. First research question(hypothesis 1) was to examine the relationship between ILAMT and manufacturing performance. We tested this question using simple regression analysis. All of the correlation were positive and significant at the level of 1%(two-tail test). Therefore, hypothesis 1 was supported by the results. It means that firms that have high ILAMT are to exhibit high level of all manufacturing performance(cost, flexibility, quality, delivery). Namely, It is that the integration of AMT can solve the trade-off among manufacturing performance. Second research question (hypothesis 2) was to identify the moderating effects of organizational structure on the relationship between ILAMT and manufacturing performance. we tested this question using moderated regression analysis. According to the results, hypothesis 2 was partially supported. In other words, formalization and decentralization were accepted, but complexity was rejected. It means that firms with high ILAMT and an organic organizational structure are more likely to exhibit high level of manufacturing performance. To the practitioners, this research provided the answer to what they ought to do make AMT work in their organizations. To increase the effectiveness of AMT, first of all, they should take notice of the importance of integrated use of AMT, and the implementation of AMT should take into consideration the characteristics of organizational structure manufacturing strategy so that the effect of AMT may be multiplied by using AMT.

• International Journal of Contents
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• v.7 no.1
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• pp.52-57
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• 2011

The organizational theory and design in future encourages us to bring a fluid perspective to the problems and challenges face. Organizational structure, strategy, management style, teamwork, organizational change, and even products and services can be vitalized and re-formed through creative images that allow us to act in new ways. Leaders and educators sat all levels must gain comfort in dealing with the insights and implications of diverse perspectives. In a leadership paradigm in action, leaders and educators who have more flexibility and willingness to create a learning organization are successful in improving productivity and student empowerment. The key element to organizational structure and changes for interior design education becomes communications. Finally, we need to recognize that despite its roots in mechanistic thinking, organization is a creative process of imagination. We organize as we imagine, and it is always possible to imagine in new ways.

• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.4
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• pp.89-103
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• 2006

The purpose of this study is to examine influential factors in knowledge-sharing and to analyze how these factors influence the performances of knowledge management (KM) in public enterprises. Influencing factors of KM in this study include evaluation-compensation, knowledge management system, learning culture, and organizational structures. As a result, analysis turned out to be the KM system and organizational structure directly effects knowledge-sharing and KM performances. And knowledge-sharing performed as mediating effect between independent variables such as compensation system and organization structure, and dependent variable like KM performance. Therefore, this study concludes that each factor of evaluation-compensation system and learning culture has directly influenced to knowledge-sharing, yet KM performances have Indirectly influenced.

• Culinary science and hospitality research
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• v.20 no.5
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• pp.52-58
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• 2014

The aim of the present study is to investigate the structural relationships of organizational work-family support, job satisfaction, organizational commitment and turnover intention among Korean hotel employees. In order to achieve the study goal, frequency analysis, confirmatory factor analysis, reliability analysis, correlation analysis and covariance structure analysis were undertaken using SPSS(18.0) and AMOS(18.0). The result shows that organizational work-family support has a significantly positive effect on job satisfaction and it also positively impacts on organizational commitment. However, it doesn't have any significant effect on turnover intention. This study also suggests that each of job satisfaction and organizational commitment has a significantly negative effect on turnover intention. Through the abovementioned results, we can find out that each of job satisfaction and organizational commitment can completely mediate the relationship between organizational work-family support and turnover intention.

• Korea Journal of Hospital Management
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• v.18 no.3
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• pp.83-105
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• 2013

The purpose of this study is to make managerial information regarding outsourcing more concrete by identifying and evaluating how outsourcing as an useful strategic tool for hospitals influences organizational effectiveness. The survey was performed to 311 general hospitals and tertiary hospitals, and 63 questionnaires were recovered and analyzed. As the result of measuring organizational effectiveness after introduction of outsourcing, non-financial performance(3.34) was higher than financial performance(3.25) and satisfaction(3.08). According to the characteristics of organizational structure, financial performance showed statistically significant difference when categorizing the hospitals. It was higher in the general hospitals than in the tertiary hospitals. In addition, the hospitals that outsource the logistic and patient affairs parts have higher financial performances than non-financial ones. Especially, there was statistically significant difference depending on the sub-parts of the logistics, which means the hospitals outsourcing the logistic part have higher financial performance than the hospitals without outsourcing the logistics.