• Journal of Korean Society for Quality Management
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• v.9 no.2
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• pp.37-43
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• 1981

In Korea small - medium companies constitute 96.6% of all of the mining and manufacturing industries, about 35.2% of the total production of value added business, an average of 35% of the actual export of industrial goods，and 47.7% of employment at the end of 1979. Now then small - medium industry companies organization style constitutes 82.1% of private companies and 82.7% of the total on an small scale under 50 persons in regular empolyees. Small - medium industry Companies have growing problems and bottle-necks in their physical conditions. Total Quality Control is contributed by small - medium industry company for more growth than present conditions. But now, Small - medium industry company do not use systematic application of Quality Control Method, the small - medium business compay products quality is not better as compared with big business Company. Specially, TQC is needed for Small - medium company for imperishable enlargement.

• Journal of the Korean Operations Research and Management Science Society
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• v.25 no.1
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• pp.105-124
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• 2000

The purpose of this paper is to investigate the relationships among transformatonal leadership, gropefficacy, and group performance. A total of 321 empolyees of a fire and marine insurance frim in Seoul anonymously completed the Multifactor Leadership Questionnaire-Form V, which consists of three factors(charisma, individualized consideration and intellectual stimulation) for transformational leadership, and two factors(contingent reward and management by exception) for transactional leadership. The sample, which largely consists of sales supervisors and salesmen, includes 41 sales office branches. The findings of the study are as follows. Transformational leadership is closely associated with group-efficacy and group performance. That is, there are significant correlations between transformational factors and group-efficacy, between the factors and group performance, and between group-efficacy and group performance. A stepwise multiple regressio analysis revealed that transformational leadership augmented the subordinates's extra efforts. It was also found that group-efficacy was mediating the relationship between transformational leadership and group performance. The managerial implications of these findings and future directions of research are also discussed.

• Journal of the Korean Professional Engineers Association
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• v.15 no.3
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• pp.49-60
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• 1982

In Korea small-medium companies constitute 96.7% of all of the mining and manufacturing industries, about 34.2% of the total production of value added business, an average of 34.8% of #he actual export of industrial goods, and 49.4% of employment at the end of 1980. Now then small-medium industry companies organization style constitutes 82.1% of private companies and 82.7% of the total on an small scale under 49 persons in regular empolyees. Small-medium industry Companies have growing problems and bottle-necks in their physical conditions. Total Quality Control is contributed by small-medium industry company for more growth than present conditions. But now, Small-medium industry company do not use systematic application of Quality Control Method, the small-medium business company products quality is not better as compared with big business company. Specially, TQC is needed for Small-medium company for imperishable enlargement . In order to promote good will and the major stress of this paper is first of all on the problems of Quality Control, which covers the present states and derived problems of Quality Control, ill Korea Small-medium industry Companies. These are investigated and analyzed to insure the rational application of Quality Control to the Small-medium companies with a view of the establishment of the direction and systematic improving means of Quality Control application Model building for Korea Small-medium industry.

• The Journal of the Korea Contents Association
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• v.6 no.1
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• pp.102-113
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• 2006

This article presents the results of empirical studies on the Quality of F&B parts in Hotel services. The main aim is to describe and analyze service breakdown from the customer's point of view and thus create a basis for quality management. The aim is also to find out maximizing factors of sales volume with profit in hotel F&B parts based on the serving systems of F&B items, quality control, change and innovation. The results of the study show statistically significant differences between the each F&B parts in term of quality of foods, location of restaurant, service inconvenience condition, variety of menu, teamwork of empolyees, educational programme, hotel internal culture, etc. Marketing and management implications for effective targeting the market segments are discussed.

• Fashion & Textile Research Journal
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• v.9 no.5
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• pp.528-537
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• 2007

The aims of this study was to provide useful informations to the uniform industries to promote the production of the functional and esthetical goods. The subjects of this study were the 243 department woman employees in Daegu City. The data were analysed through factor analysis, one-way ANOVA, Scheffe-test, $x^2$-test, and t-test. The result were as follows; The ages were from 20 to 50 years old, and their working divisions were clothing (46.5%), food (18.1%), miscellaneous (14.4%), daily articles (11.1%). The evaluation of characteristics of their uniform was somewhat unsatisfactory (2.65) and showed the significant differences among the age groups. The unsatisfaction of blouse materials (2.11) were the highest among the evaluation of the materials, and the inconveniency of sitting posture with folding knees were the highest (3.98) and showed the significant differences among the working division groups. The significant differences of the fitness were showed in the sleeve length of blouse, the length of vest, and the length of trousers.

• Journal of the Korean Society of Food Culture
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• v.9 no.2
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• pp.159-170
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• 1994

Central commissary school foodservice operations' practices and their dietitians' job duties were assessed and compared with those of their counterpart of conventional school foodservice operations to find out strategies for early settlement and better management for commissary system. Survey qestionnaires consisted of general background, employees' work schedule and dietitians' job duties. 12 commissary schools(out of 22 existing in Korea) and 77 conventional schools from Kyungkido were participated in the survey. The results of this study can be summarized as follows: 1. Central commissary school foodservice was presently utilized at 5 schools from islands type, 11 schools from rural type, and 6 schools from urban type, consisting total of 22 commissary schools, and 52 satellite schools. 2. Dietitians were evenly employed with their experiences, 55.5% were those with less than 2 years of experience, 44.6% were those with more than 2 years of experience. 3. Commissary schools employed more full-time empolyees$(1.8{\pm}0.7)$ than conventional schools$(0.3{\pm}0.5)$, however as far as the production capacity was concerned, only the part-time employees played significant roles(p<.01). Regardless of the number of students, an absolute number of full-time employees were employed, and their duties were not carried out efficiently. The part-time employees of commissary schools performed more loaded work compared to their counterparts in conventional schools. 4. Out of the dietitians' foodservice duties, 'basic food service production$(3.9{\pm}0.7)$' were carried out adequately, whereas 'nutrition education and advertisement$(2.5{\pm}0.6)$' and 'administrative affairs and information related duties$(2.8{\pm}0.9)$' were not. In order to enhance their working capacity, systematic organizational reforms are imminent. 5. Survey results also showed that dietitians performed less duties at satellite school than at the central commissary. This indicates more systematic foodservice management practices are urgently needed.

• Journal of Food Hygiene and Safety
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• v.15 no.4
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• pp.315-323
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• 2000

Serious consequences can arise from lack of hygiene in mass catering. Microbiological testing is of value in determining hazards for developing a HACCP plan, and in demonstrating to food handlers the reality of the microbial risk. This studies was performed to describe the overall hygiene of cooking utensils and equipments, employees, and environment in mass catering establishments. Generally, hygienic conditions of cutting board and sanitized dish cloth were better than those of other cooking utensils such as knife, sieve, and peeler. It was found that the cross-contamination of knife might be caused by the use of contaminated sanitizing solution. It was observed that there was considerable variation (10$^1$~10$^{5}$ CFU) of the number of general bacteria for employee's hands. The number of general bacteria were influenced from establishment, employee, and the period of analysis. The number of Coliform group for employee's hands was in the range of 10$^2$~10$^4$CFU only at the first analysis. Total aerial bacteria in working area of mass catering establishments was below 7 CFU/Plate and aerial Staphylococcus sp. was not detected at all except one spot.

• Journal of Korean Society of Forest Science
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• v.80 no.1
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• pp.72-81
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• 1991

This study was carried out to provide necessary information for improving quarrying industry management in Korea. The results of the study are summarized as follows : 1. In aggregate and building-stone quarrying firms the managers over 40 years of age are 97% and 89.1%, the ones above education level of high school are 90% and 85% and the ones not more than 10 years of quarrying experience are 70% and 52%, respectively. Accordingly it can be pointed out that most of the managers of two types of firms are relatively old, have high educational background, while quarrying experiences of building-stone firm managers are longer than that of aggregate firm managers. 2. Most of the management forms are social corporation(60%) for aggregate quarry firms and private management(76%) for building-stone firms. Average areas of permitted stone-pits of aggregate and building-stone quarries are about 2.86ha and 1.66ha respectively. That is, aggregate quarrying firms are carried on a larger scale than building-stone quarrying firms. 3. The yearly average product of aggregate quarrying firms has increased steadily from $88.961m^3$ in 1985 to $144.028m^3$ in 1988, while, in case of building-stone quarry firms, it has significantly increased from $4.155m^3$ to $19.462m^3$ from 1985 to 1987, but reduced to $13.400m^3$ in 1988. Unstable production activities of building-stone quarrying firms may require continuous government support. 4. Major cost items are equipment rental, depreciation, salaries, repair, maintenance for aggregate quarrying firms, and salaries, depreciation, fuel, tax for building-stone quarrying firms. The yearly average rate of return is about 9.7% for aggregate quarry firms and 2.6% for building-stone quarry firms. It can be pointed out that aggregate quarrying firms is better managed than building-stone quarrying firms. 5. The production elasticity of salary for aggregate quarrying firms is 0.495, that of employees is 0.559, and that of capital service is 0.513. The sum of the elasticities is 1.257>1. Fur building-stone quarrying firms, that of employees is 0.492, that of variable costs is 0.192, and that of capital service is 0.498. The sum of elasticities is 1.172>1, thus denotes the increasing returns to scale for both types quarrying firms. 6. The ratio of marginal value product to opportunity cost of empolyees is 2.54, that of variable costs is 3.62, and that of capital service is 1.45, in aggregate quarrying firms. That of employees is 2.47, that is variable costs was 2.34, and that of capital service is 19.67 in building-stone quarrying firms. Therefore the critical factors for more expansion of management scale in aggregate quarrying firms are variable cost and employees, and are capital service in building-stone quarry ing firms. 7. The break-even points of stone sales are about 0.587 billion won and 0.22 billion won in aggregate and building-stone quarrying firms respectively. The optimum sales Level for profit maximization are about 2.0 billion and 0.5 billion in aggregate and building-stone quarry firms respectively.