• Journal of Korean Society of Forest Science
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• v.82 no.4
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• pp.311-318
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• 1993

This study was conducted to obtain necessary information to improve beekeeping farmhouses management and to establish related problem. Using data obtained from 50 beekeeping farmhouses in Korea, current status of management and optimum sales scale were analysed. The results of the study are summarized as follows ; 1. Managers of beekeeping farmhouses are relatively old(64% of them is over 50 years old) and highly educated and experienced(76% of them is in the business more than 10 years). 2. Only a portion of managers(38%) considers beekeeping as a major job, while the rest(62%) involves as a side job working with other agricultural business. 3. Major supply of labor force comes from family group. Total input of family labor is 6.4 months a year. Fourty-four percent of management units is migrating and 56% of them is settled in specific locations. 4. In 1991, the average number of conventional beehive casks per farmhouse is decreased by 2.94 casks but improved-type beehive casks is increased by 13.79 casks. Total number of beehive casks per farmhouse is increased by 12.66 casks during the year. 5. Major cost items of beekeeping farmhouses include bee colony aquisition cost, feeding cost, depreciation cost, wages in an order. The average yearly profit rate of farmhouses is about 29.4%. 6. The break-even point of honey sales is about 3 million won. The optimum sales scale was 52.2l, then average production cost was estimated 53,800Won.

• 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.

• Korean Journal of Agricultural Science
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• v.20 no.1
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• pp.25-33
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• 1993

This study was conducted to obtain necessary informations for improving of wildlife rearing management. The data was gathered by surveying with questionaire. One hundred and eighty farmers which was 60 of deer and pheasant, 30 of wild boar and fox rearing farmers respectively were investigated during the summer in 1992. The results of this study are as follows : 1. Most of managers considered their rearing as a side job but agriculture was appointed as a main job from most of them except wild boar managers. 2. The major cost items were breeding stock and feeding which occupied over than half. 3. The yearly profit was the highest in deer(25.5%) but the lowest in wild boar(10.3%). 4. The break-even point was the highest in wild boar(24 mil. won) but the lowest in pheasant(7.3 mil. won). 5. The optimum sales scale for a year was deer(11 heads), Pheasant(1,027 heads), Wild boar(69 heads) and Fox (102 heads).