• International Journal of Advanced Culture Technology
• /
• v.9 no.1
• /
• pp.152-161
• /
• 2021

We study is to confirm the influence of the manager's learning support leadership perceived by the organizational members of small and medium-sized ICT companies on the learning agility and job satisfaction of the organizational members. In addition, this study was to confirm the relationship between learning agility and job satisfaction and the mediating effect of learning agility. To this end, the statistical package program SPSS 24.0 and SPSS PROCESS Macro Model were used for 352 copies. In other words, the results of analysis through frequency analysis, reliability analysis, factor analysis, regression analysis, and bootstrapping method to verify the established research hypothesis are as follows. First, the leadership of the manager's learning support showed a positive effect on job satisfaction. Second, the leadership of the manager's learning support showed a positive effect on learning agility. Third, learning agility was statistically significant in job satisfaction. Fourth, learning agility showed a mediating effect between learning support leadership and job satisfaction. As shown in the results of this study, it was shown that in order to improve the job satisfaction of organizational members, the learning support leadership of the manager and the learning agility of the members can be systematically improved. In other words, in terms of strategic human resource management and strategic human resource development, the organization was required to establish systematic systems and continue to implement them. In particular, there was a need for the development and operation of programs that could develop and improve competency for learning support leadership and learning agility.

• The Journal of the Korea Contents Association
• /
• v.6 no.6
• /
• pp.109-116
• /
• 2006

This research was performed with the purpose to examine the Marquardt's learning organization theory and analyzed empirically the survey on 841 police officers in Korea. Altogether 841 questionnaires were collected from 23 police stations and one training institution. The sample group were composed of ranks and file sworn officers selected among the total police stations in Korea proper. The size of police stations, and its location has been taken into consideration in sampling procedure. We fan find out from this research that technology application, as subsystems of learning organization, directly related to learning dynamics significant effects on police learning organization. For building the learning organization in Korean Police, police manager should improve on the pointed technology application. Police officers could be given more scope for their problem-solving talents. Such developments would fit in well with the best policing model.

• 대한공업교육학회지
• /
• v.37 no.2
• /
• pp.1-19
• /
• 2012

In this study, to figure out the demands for learning, a survey was conducted on learning organization agents participating in learning organization project supported by public fund, through measuring their awareness level of the role and tasks drawn from the precedent study. This questionnaire was developed with four roles and twenty competencies drawn from the precedent study. After conducting the survey on over 200 small and medium corporations participated in learning organization project, the data was analyzed about the role and competency from 123 answer sheets collected. The results were as following First, the awareness of role importance was higher(4.36) than present level(3.73), and was important in order of innovator, operator, spreader, promoter. Second, in competitive importance of learning organization agents, the role of spreader was high, that of promoter was low. Third, in awareness level of learning organization agents, the demand level was generally high(4.1), but acquired level was generally low, so there was a wide gap between the demand level and acquired level. Forth, From the analysis result of those data about work competency of learning organization agents, learning organization promoter and learning leader, KMS operator ability and outcome were come out to be necessary, and next administrative ability about organization changes were come out to be necessary.

• Journal of Distribution Science
• /
• v.13 no.6
• /
• pp.105-118
• /
• 2015

Purpose - Currently, strengthening small and medium-sized enterprises (SME) in terms of competitiveness is a key economic issue. However, the problem is that many SMEs lack the internal competence required to cope with a rapidly changing market structure. Such problems can act as an obstacle to economic development, yet most SMEs in Korea are dealing with this problem today. A company's source of competitive advantage is changing from quantity to quality, facility to knowledge, and hardwork to creativity. Under such circumstances, a company should place learning and sharing of knowledge and continuously creating new knowledge as its priority. This study aims to identify the effect of a chief executive officer's (CEO) compassion and forgiveness - positive factors in organizational emotion - on learning organization activities and organizational performance, through a theoretical comparison. Research design, data, and methodology - For this study, SMEs based in Daejeon and Chungcheong area were selected. To secure credibility of the data, the subjects were selected among those who have been working at the business for six months or longer. The survey was conducted for 30 days from March 5, 2015 to April 5, 2015. Both offline and online surveys were conducted. Fifty companies were chosen and 700 questionnaires were distributed, with 506 used for analysis. Fifty subject companies (25 from Daejeon, 10 from Chungnam, 10 from Chungbuk, and five from Sejong) were selected and the objective, target, and survey content were explained to a manager at each company either face-to-face or on the phone. Of the total of 700 questionnaires distributed via mail or e-mail, 78.6% or 550 copies were returned. Excluding 44 insufficient questionnaires, the remainder, 506 questionnaires, were used for analysis. Results - This study analyzed how the CEO's compassion and forgiveness affects learning organization activities and organizational performance. First, compassion of the CEO at the SMEs directly affected the learning organization activities and indirectly affected the organizational performance. Second, forgiveness of the CEO at the SMEs did not affect the learning organization activities and organizational performance directly or indirectly. Conclusions - The study conclusions are as follows. First, CEO compassionate behavior at the SMEs was a significant variable that directly and indirectly affected learning organization activities and organizational performance. Therefore, the CEO of an SME can create a positive organizational atmosphere through compassionate behaviors in the organization. Second, the forgiving behavior of the CEO did not have direct or indirect effects on learning organization activities and organizational performance. However, the reason for a CEO to continue his or her forgiving behavior is because it strengthens employee resilience, commitment, and self-efficacy to protect the organization from negative influences such as layoffs, risks, and wrongdoings. The action of forgiveness does not have direct or indirect effects. However, the CEO shall continue such behavior to strengthen members' physiological resilience, commitment, and self - effectiveness, and to protect the organization from risks including layoff and external negative factors.

• Korea Journal of Hospital Management
• /
• v.18 no.4
• /
• pp.54-77
• /
• 2013

This paper is a comparison study about leadership training transfer factors between physicians working in large scale hospitals and managers working in firms. To fulfill this purpose, this study conducted a regression analysis on 101 managers and 59 physicians who had attended similar leadership training programs more than 16 hours recently in order to identify the differences on the learning transfer factors. 6 factors such as Learner readiness, Performance self-efficacy, (so far as Trainee Characteristics group), Organization Culture, Supervisor's tangible incentives and Supervisor's intangible support, (so far as Work environment group), Content Validity & Transfer Design (so far Training Design group) were used as independent variables while the personal Managerial Capability Increase and Leadership Capability Increase were used as dependent variables. And also we used 5 factors as control variables ; Job style (Manager or Physician), Age, Gender, Working years and Organization size. Here are the summary of major findings ; first, there were statistically significant differences between the learning transfer factors in leadership training programs for managers and those of physicians. Second, there were also statistically significant differences among trainees' working years and their organization size factors while age and gender do not affect the learning transfer factors. Third, for the physician's leadership training the practitioners should focus on two factors ; Organization Culture and Learner readiness.

• Journal of the Speleological Society of Korea
• /
• no.64
• /
• pp.27-36
• /
• 2004

Caves have the values of learning sites and tourism resources. But show caves are at risk of being ravaged, destroyed, and Polluted. The Purpose of this study is to analyse the management condition and the problems of the show caves, and to suggest the alternative improvement for the cave management. The research of the Cultual Properties Administration revealed many Problems including the management system, safety diagnosis, the demand for comprehensive academic research and so on. An analyzing of the questionnaire about cave manager demanded to reform working conditions, tourist education, an amendment of the Cultural Properties Protection Act, expert education for cave manager. In conclusion, It is necessary that construct the mutual cooperation system of an administrative organization, cave manager and tourist, and the Cave Management information System to manage database of cave environment.

• Proceedings of the Korea Inteligent Information System Society Conference
• /
• 1999.10a
• /
• pp.111-120
• /
• 1999

Although the concept of viewing knowledge as a critical resource has been widely accepted in prior studies, it is not fully understood how to acquire available knowledge in order to improve organizational effectiveness. However, it si sure that organizational knowledge management should pursuit the achievement of the business goal by delivering relevant and useful information to the right person at the right time. Group Support System (GSS) can play an important role to transfer scatter information into meaningful business knowledge for supporting strategic corporate decision-making. This study proposes a fuzzy GSS framework for acquiring workgroup knowledge from individual memory and aggregating workgroup knowledge to organizational knowledge. This study also proposes an architecture to support the fuzzy GSS framework. The architecture consists of user agents, information management agents, and a fuzzy model manager. To illustrate how the fuzzy GSS framework can be used to support the whole process of organization knowledge acquisition, an Internet-based GSS was developed and applied in a marketing decision process. It showed that the framework was effective for acquiring organizational knowledge.

• Journal of Global Scholars of Marketing Science
• /
• v.8
• /
• pp.111-138
• /
• 2001

Currently marketing researchers are investigating the causal variables affecting to salesforces' performances. Some researchers found personal and organizational affecting variables as well as structural context of variables. But almost affecting variables examined in salesforce performance researches are personal characteristics. Such organizational variables like leadership, organization's market orientation would be worth to examine in salesforce performance researches. Thus this research is intended to analyze effects of personal and organizational characteristics on salesforces' performances. Data for this research were elicited from sales representatives of motor companies. Data collected were analyzed by regression analysis using SPSSWIN Ver.10.0. The following are major findings of this research. 1. Leadership whether transformational or transactional affected on salesforces' performances. But it was not accepted that transformational leadership would be superior than transactional leadership. 2. Market Orientation of organization affected on its salesforces' performances. 3. Personal characteristics such as need for achievement, compensation predispositon, self efficacy, learning goal orientation were affect on salesforces' performances. But it found that effects of intrinsic compensation predisposition on salesforces, performances were reverser (-). Based on the above findings, the following conclusion could be drawn: 1. Organizational variables like leadership and market orientation are key managerial variables in the sales organization, meaning that sales manager development and organization's market-driven culture are important. 2. Through recruiting and educating, raising salesforces' self-esteem is necessitated.

• Journal of Korean Academy of Nursing Administration
• /
• v.4 no.1
• /
• pp.89-105
• /
• 1998

Modern organizations, both complicated and complex, operate in an economic climate of· turbulence and rapid change. And Today's healthcare environment is changing, driven by demographic, environmental. social, political and technological forces. In actual practice, the organization usually depend on several factors such as economic state of organization, managerial strategies, a synthesis of several theories that reflect individual biases, specific circumstances, and practical realities. These rapidly changing healthcare environment and professional nursing practice need a strategy for the organizational development and goal attainment. An understanding of organizational culture could help managers enhance or expand their management strategy, thus increasing the probability of their success in the organization. Organizational culture is an abstract, yet potent managerial concept. With roots in several disciplines, several perspectives and definitions of organizational culture have emerged. The concept of organizational culture has been rapidly introduced into the academic and organizational world, with the much attention to the excellent companies that have continued rapid grow th despite the overall world economic recession in the late of 1970s. Organizational culture is the combination of the symbols, language, assumptions, and behaviors that overtly manifest an organization's norm and values. It is the taken-for-granted and shared meanings people assign to their social surroundings that can have a profound effect on an organizaitonal decision making and performance. For attaining a organizational goal and developing organization, it is necessary to put emphasis on developing organizational culture. It has to set organizational culture well understood by its members as an instrument to achieve the organizational goals. Both Manager and staff can focus and act on the values identified. Also, managers will exhibit better decision making capabilities because they are guided by perception of the organizational values. Therefore, understanding of organizational culture could give a strategy for organizational development that assist hiring personnel, orienting new comers, facilitating organizational change and promoting learning and so on. But their is few study on nursing organizational culture in Korea. Moreover they have not had a clear definition of Korean nursing organizational culture. Therefore, it is necessary to lay down definition of Korean nursing organizational culture and fine out real factor of Korean nursing culture. For defining a definition of Korean nursing organizational culture, this study assessed several definitions of organizational culture, factors of culture, types of culture, and functions of culture through book review.

• Journal of Distribution Research
• /
• v.17 no.3
• /
• pp.93-113
• /
• 2012

Early conflict research in channel and organization area have focused on the definition of conflict construct, its cause, consequence and identified conflict resolution management. Recent studies about conflict, however, have explored new assumption of complexity, a multidimensional conflict construct, contextual conflict management strategies, positive and negative conflict/consequence, and the conflict resolution strategy. Although many literatures exists on channel conflict resolution, little research has been done about relationship learning and performance from conflict resolution perspective. This study explores how channel members can achieve a relationship learning, as a conflict resolution mechanism, which enhance co-created value in marketing channel relationship. Therefore we propose that conflict resolution strategies(collaborating behavior and avoiding behavior) influence channel performance(effectiveness and efficiency) through relationship learning processes(learning via information exchange, joint interpretation and coordination, relationship-specific knowledge memory), in view of buyer-seller relationship. The research model is shown at