• International Journal of Quality Innovation
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• v.8 no.3
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• pp.1-10
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• 2007

A sample of Italian manufacturing companies was selected in order to verify the abilities and effects (relationships) of the management factors human resources, leadership and strategic planning on company performance. The Partial Least Squares (PLS) estimation method was used for analyzing the data collected, where the relationships between the management factors and performance were formalized by a Structural Equation Model (SEM). The analysis of the survey data showed unexpected result regarding the non significant direct relationship between Leadership and Performance. The effect of Leadership is obtained by an indirect relationship through Human Resources. The combination of Leadership and Human Resources has hence been identified as the management factors which have the highest impact on the performance of Italian industrial companies. Another interesting and unexpected result was that there was no significant impact of Strategic Planning on Performance. It seems that the leaders of Italian industrial companies have not understood that good strategic planning is a necessary condition for achieving excellence. So another improvement area is in fact Strategic Planning. This area should have the highest priority of any top management team and the focus should include how to establish a strong relationship between strategic planning and performance. No correlation between strategic planning and performance is a strong indication that something is wrong. It is not enough that Leadership is doing Strategic Planning-Leadership is also about studying and follow up on results in order to assure impacts on performance. This link seems to be missing in Italian industrial companies.

• The Journal of Society for e-Business Studies
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• v.6 no.2
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• pp.25-38
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• 2001

ATM is the transport method for the broadband integrated services digital networks(B-ISDN). It may replace existing LAN, MAN and WAN technologies such as CSMA/CD, FDDI, Frame relay, X.25, etc. But it is more complicate than existing network technologies. One of the main difficulties in ATM network is performance management. Specifically, the problems are evaluating the performance and tuning the values of the performance parameters, The goal of this paper is to introduce a system architecture designed for ATM network performance management, The major ingredients of the system are generic performance parameters In be measured from ATM network, performance evaluation models and decision criteria concerning the network performance. In this paper, general requirements for performance management application in ATM network are discussed.

• Journal of Korean Society for Quality Management
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• v.39 no.2
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• pp.188-198
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• 2011

The purpose of this research is to identify the effect of quality circles activities upon quality circles performance and business performance. Empirical results indicate that quality circle activities influence on quality circles performance in both individual and enterprise level, Quality circles performance influences on not employment satisfaction but customer satisfaction, business performance (profitability and market values) of companies with quality circles is higher than that of companies without quality circles. In conclusion, quality circle activities influence on quality circles performance that effect on business performance.

• Knowledge Management Research
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• v.9 no.2
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• pp.147-167
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• 2008

This paper aims to explore the success factors of knowledge management in the perspectives of knowledge management integration into operations and to examine the effect of those factors on the knowledge management performance of individual users and organizations in order to link knowledge management performances to operational performances. I found two factors such as "knowledge management integration into operation processes" and "knowledge management integration into application systems" and their measures by means of literature review and modified Delphi research. Exploratory and confirmatory factor analysis confirmed that those two factors and their measures are statistically valid. Besides, the structural equation modeling analysis showed that the relationship between "knowledge management integration into operation processes" and "individual user's performance on knowledge management" and the relationship between "individual user's performance of knowledge managemen" and "organizational performance of knowledge management" are significant.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.2 no.2
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• pp.39-51
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• 1979

In introducing and applying the budget management system, the question of how to establish management structure(skelton) representing budget management responsible unit is significantly related to the degree of accuracy and analysis on the performance measurement of standard work unit. We have the following rational process of establishing performance measurement of budget management System ; 1) Standardization of work method 2) Establishment of management structure 3) Institution of budget management system. Especially, this system is based on a premise of efficiency of objectives management, it is assumed that performance measurement in the standard work unit must be enforced according to the basis and categories of performance evaluation based on the evaluating work unit. Therefore, most of all, the following three detail questions(subjects) are to be determined in order to rationalize these above principles to a maximum possible extent of performance measurement system. First, we established respective performance standard unit with respect to such detailed work unit, performance standard unit of which were accurately applicable directly from using the budget ana objectives account data and their supplementary data of the work measurement techniques. Second, by using the above mentioned question, over all evaluation and suggestion are made based on the study of the recording for each work unit development, budget management and production nit (volume of production) Third, the measurement of performance of budget management system is based on the principle of standard work unit, compared with the standard basis and actual work unit by period and activities unit and calculated percentage effectiveness according to the above procedure. and so evaluated the efficiency of performance measurement on the budget management system.

• Journal of the Korean Home Economics Association
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• v.43 no.11 s.213
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• pp.127-140
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• 2005

Sanitary management performance and knowledge of employees in hospital food service was evaluated by survey questionnaire to improve their sanitary management performance, analyse the weak points of sanitary management, and determine more practical and efficient alternatives of sanitation education. For this study, we selected 6 dieticians and 250 employees working in the six general hospitals larger than 400 beds in Gyeonggi and Incheon area. The questionnaire consisted of three parts: general subjects in the nutrition division of hospitals, sanitation education of dieticians, and sanitary management performance and knowledge of employees. The average ratio of HACCP related equipment and facilities of the target hospitals was relatively high at $86.5\%$. The number of sanitation education was 1.99 times/month by regular schedule and 6.47 times/month by occasional schedule. The average dietician's inspection time of cooking was 178.77 minutes/day. The average point of sanitary management performance was 4.62/5.0, showing a relatively high grade. In each region of sanitary management performance, food treatment sanitation was marked with the highest point, at 4.85, fellowed by cleaning and sterilizing sanitation at 4.65, personnel sanitation at 4.61 point and device and utensil sanitation was ranked with the lowest point at 4.53. Sanitary management performance was affected by the number of occasional education which was highest at 6-10times/month. The mean score of sanitary knowledge was 11.17/15.0. The assigned position, type of employment, status, working career and number of occasional education affected the mean score of sanitary knowledge of employees significantly. Sanitary knowledge of employees was highest in the case that occasional education was peformed at 6-10 times/month. There was no correlation between the sanitary management performance and sanitary knowledge of employees. In contrast, there were correlations between sanitary management performance and dietician's inspection time of cooking and number of employees.

• Journal of the East Asian Society of Dietary Life
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• v.18 no.2
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• pp.264-275
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• 2008

Seven constructs of sanitary management were evaluated in order to examine perceived performance of sanitary management and sanitary recognition for school food service managers in the Kyunggido area. In order to protect from foodborne illness, 331 (58.4%) responded that the most important aspects were sanitary conditions and stability upon food delivery, and the greatest obstacle was limited availability of facilities and equipment (182, 32.2%). The total mean score for the perceived performance of sanitary management was $4.16{\pm}0.445$ (5-point Likert scale). Among three sectors, personal hygiene management was generally well-conducted with a subtotal mean score of $4.52{\pm}0.458$; however temperature management scored lowest with a subtotal mean of $3.71{\pm}0.630$. Chi-square tests were performed according to general characteristics on the two lowest perceived sanitary management performance areas. In temperature management, there was a significant difference in 5 sectors according to age, and the ages $20{\sim}29$ showed the best perceived performance in all sectors. For serving management, a significant difference (p<0.01) was shown in all sectors. In conclusion, foodservice managers perceive that sanitary management is well-executed. However, the combination of proper equipments and facilities would lead to better perceived management.

• Asia pacific journal of information systems
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• v.17 no.3
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• pp.79-103
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• 2007

The main purpose of this study is to define antecedents that influence e-SCM synchronization and to investigate how it affects e-SCM performance. We, therefore, investigate (1) the impact of firms' internal IT planning capabilities on e-SCM synchronization and on SCM process management capability, (2) the impact of firms' internal IT infrastructure on e-SCM synchronization and on SCM process management capability, (3) the impact of firms' internal SCM process management capabilities on e-SCM synchronization, and finally (4) the impact of e-SCM synchronization on SCM performance. A survey has been administrated to the firms' SCM and marketing staffs and 171 returns analyzed. The results show that (1) IT plan has not direct impacts on e-SCM synchronization, but has direct impacts on organizational support, purchasing, and operations processes except logistics process. IT plan, however, has indirect impacts on e-SCM synchronization through purchasing and operations of SCM process management capability. (2) IT infrastructure has both direct and indirect effects on e-SCM synchronization, and also has direct impacts on organizational support, purchasing, and operations processes except logistics process. (3) SCM process management capabilities have direct impacts on e-SCM synchronization. Among these SCM core processes purchasing positively influences operations, which in turn positively influences logistics process management capability. (4) e-SCM synchronization has positive impacts on SCM performance indicator (SCOR), such as delivery reliability, responsiveness & flexibility, and cost. These results indicate that e-SCM synchronization can be critical to achieve better internal performance like cost and external performance like delivery reliability, responsiveness & flexibility of firms' SCM. In sum, this study demonstrates that the intervening role of e-SCM synchronization between e-SCM performance and IT management capability and between e-SCM performance and SCM core process management capability has been significant in achieving better e-SCM performance. Therefore, it can be suggested that e-SCM performance should be accomplished in consequence of the acceleration of e-SCM synchronization through the enhancement of preceding factors for the e-SCM synchronization.

• Journal of Korean Society for Quality Management
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• v.51 no.2
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• pp.263-282
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• 2023

Purpose: This study aimed to examine the impact of FSSC 22000 food safety management system characteristics on the business performance of food-related companies and to verify the mediating effect of organizational capabilities in the relationship between them. Methods: To achieve this, a survey was conducted among employees of food companies in Seoul and the metropolitan area that have implemented the FSSC 22000 food safety management system, and the following main results were derived. Results: First, the FSSC food safety management system factors, such as measurement/analysis and improve- ment, documentation, management responsibility, and service and product realization, were found to have a significant positive (+) impact on organizational capabilities. The relative impact was in the order of measurement/analysis and improvement, documentation, management responsibility, and service and product realization. Second, organizational capabilities were found to have a significant positive (+) impact on business performance. Third, the FSSC food safety management system factors, such as measurement/analysis and improvement, management responsibility, resource management, and documentation, were found to have a significant positive (+) impact on business performance. The relative impact was in the order of measure- ment/analysis and improvement, management responsibility, resource management, and documentation. Fourth, the factors of management responsibility, resource management, measurement/analysis and improvement, and documentation, excluding resource management factors, were found to have a positive impact on business performance through the mediation of organizational capabilities. Conclusion: The results of this study may provide important implications for the implementation and efficient operation and management of the FSSC 22000 food safety management system in enhancing the business performance of food-related companies.

• Journal of Korean Ophthalmic Optics Society
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• v.18 no.4
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• pp.385-397
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• 2013

Purpose: We divide management characteristics into business strategy, operation management, information management, marketing, asset management. Also this will show effect on business performance according to management characteristics. Methods: For two months, from August to October, a manager (include an executive) participated in individual questionnaires. And the SPSS v14.0 was applied to analyze data of this study. Results: This study has shown that the management characteristics have an effect on the finance and satisfaction performance. In particular, the 'business strategy' and 'marketing' of management characteristics were important factors that affects finance performance and the 'business strategy', 'marketing' and 'operation management' were important factors that affects satisfaction performance. Conclusions: Consequently through this result, we should make an efforts to 'business strategy' and 'marketing' of management characteristics.