• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.803-811
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• 2021

A family business is a company where most of its capital and the management position is owned by family members (clan). The leader plays an important role in defining an organization, thus influencing the organization's success. A leader who has a leadership style based on family (clan) relation has the facilitator's role when conflict appears within the organization. This research aims to find the impact of the democratic leadership model on a family business that adopts the clan cultural organization. The independent variable of this research is the democratic leadership model. Meanwhile, the dependent variable is the clan culture within the organization. This research uses a quantitative method with a descriptive and causality type of research. This research population is PT Global Avionika Indonesia staff, where the data was acquired by distributing questionnaires using a saturated sampling technique. The finding in this research shows a positive and significant impact of the democratic leadership model on the clan culture within the organization PT Global Avionika. The determination test also points out that democratic leadership models affect 19.8 percent of the clan culture within the organization, and the rest of 80.2 percent were affected by other factors that were not covered in this research.

• Korean Journal of Construction Engineering and Management
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• v.5 no.5 s.21
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• pp.109-116
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• 2004

Recently, many korean construction companies have faced many environmental changes and demands for external changes. This demand for external changes is necessary for all companies that is under the survival of fittest. The internal/external of environmental changes affect the organizations of company largely, and these management organizations have relation with the corporate of management performance closely. In response to that, to be adapted to the environmental change and to raise the corporate of management performance, the construction companies have tried to change the organizations such as organization re-design, organization re-build, organization innovation. Because the organizational structure that is preventive in the growth of companies bring a negative effect, the companies need to have the effective organizations to raise the corporate value. The effective organizations could be used the important indicator that builds the corporate goals and manages the organizations. Also, the organization development and organization management can prepare for environmental changes can be the important base to increase the management performance. Therefore, After surveying and analyzing the character of organization structure in respect to the OLC, this study present the Organization Structure Model that can design the appropriate organization by the growth of companies.

• Journal of Korean Institute of Industrial Engineers
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• v.39 no.4
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• pp.278-289
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• 2013

Up-to-date market dynamics and intense competition have forced a production system to be more widely distributed and decentralized than ever, and the production system itself can be regarded as a collaborative network of autonomous production resources in which the responsibility of decision making is also decentralized into individual autonomous entities. The conventional resource management models, however, are not suitable for the distributed and decentralized environment because of their centralized nature. In this paper, an agent-based resource management model is proposed. The proposed model applies employment relation-driven fractal organization (FrOrg) into organizational model for distributed production resources and presents a resource management framework based on employment contracts. The fractal organization is a structured association in which a self-similar pattern recursively appears, and employment relations between production resources are recursively constructed throughout the entire production system.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.1 no.1
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• pp.49-53
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• 1978

Yet objective of this paper to spell out in detail the relationship between factors design techniques of data analysis and the design of simulation model of the management organization. Yet an organization is more than a collection of individuals. It is something more than the sum of its Parts: it exists as an entity with its own definable objectives. The management process comprise those activities or functions that managers must perform to effectively carry out this asizned role. However, now that O.R. and system approach has been generalized and the assembly system of hard ware or soft ware through computerization is being improved, the systematization of scientific organization is urgently needed. This paper is to set forth :he problem and solution which are most fit for the management organization in relation to computer. Procedure developed are : 1. Interpretation of the management organization. 2. Design of the computer simulation. 3. Application.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.50
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• pp.187-212
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• 2011

Third party logistics research is searching for increasing its logistics efficiency of organization. Perspective of resource-based theory, this study is to reveal the exploratory relation between integrated capabilities, organzaiton knowledge, and service performance. To develop the relational model, this study conducted a theoretical survey on Shang(2009)'s 3PL service providers research model and Synder & Cumming(1998)'s learning of organization knowledge. According to the result of correlation analysis, Integrated organization knowledge is positively correlated with service diversity advantage (correlation coefficient= .670, p-value= .000) and service quality advantage (correlation coefficient= .575, p-value= .000). The thesis argued that Korean companies try to apply integrated organization abilities and service performance for cutting their export expense.

• Korean System Dynamics Review
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• v.9 no.1
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• pp.57-71
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• 2008

This research paper describes a complex and vague settings in which organization makes a decision and explains a role of decision maker's learning process. The original paper, written by Cohen, March, Olsen in 1972, said that all members of organization depended on the technology taken through trials and errors, which is the 'learning' process literally. But they intended to exclude the learning process in their simulation model because their PORTRAN model couldn't replicate the learning concept. As a result, they couldn't explain how all agents of garbage can simulation model resolve the problem dynamically. To overcome this original paper's limitations, we try to rebuild a learning process simulation model using by system dynamics approach that can capture the linkage between organization leanings and agents-based decision-makings. Our learning simulation results reveal two points. First, decision maker's leanings process improves the efficiency of decision making in complex situation. Second, group learning shows a superior efficiency to an individual learning because group members share organizational memory and energy.

• STI Policy Review
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• v.3 no.2
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• pp.130-151
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• 2012

Fraunhofer was founded in 1949 and grew into Europe's largest application-oriented research organization. Fraunhofer currently employs over 20,000 members in Germany, is internationally networked, and manages an R&D budget of over 1,8 Billion Euros per year. An important step for Fraunhofer to become an integral component of the German innovation system was the introduction of the Fraunhofer Model of financing based on a performance-related system of financial management. The underlying model of the allocation and distribution of public funding to Fraunhofer that is subsequently allotted to specific research groups is one of the success factors of Fraunhofer. Fraunhofer is proud of its decentralized organizational model. Fraunhofer is comprised of 60 Institutes in Germany working in different fields, under one legal framework, and with a strong brand value. Every Fraunhofer Institute is affiliated with a German University and every institute director simultaneously holds a chair at the affiliated university. It is a challenge for the headquarter organization to balance the intended competition of individual Fraunhofer Institutes with complementarity cooperation in science among Fraunhofer-Institutes, especially when coming from different knowledge domains; however, this goal results in a significant advantage. The unique strengths of Fraunhofer offer system solutions in a world with increasingly complex R&D challenges. While growing to become the largest organization on Europe to focus on applied research it is the challenge to remain an agile organization that is flexible in organizational structure. Fraunhofer has reached a well-recognized position in the European innovation landscape. It is often referred to by science and governments as a role model for innovation policy and a key element of the latest successes in the German economy that has recovered quicker from the latest economic crisis than most other western economies. The paper explains Fraunhofer as an organizational paradigm and its underlying management model to elaborate on the challenges of managing a research organization. We wish to show how it is possible to transfer the management model and philosophy of Fraunhofer to innovation systems with different framework conditions and challenges. A universal conclusion may be drawn based on the description of Fraunhofer; however, changes in existing structures and innovation systems cannot be implemented over night.

• The Bulletin of The Korean Astronomical Society
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• v.44 no.2
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• pp.46.2-46.2
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• 2019

The software group in Giant Magellan Telescope Organization (GMTO) is developing the GMT Software Development Kit (SDK) for the device control and the telescope operations. The SDK is dived into the modeling and the operation defining. In the modeling process, Domain Specific Language (DSL) can validate the availability of a model and generate a skeleton code automatically. After the modeling, the developer can simply define the device operation. All devices are connected via EtherCAT, and the SDK simplifies the network connection. This presentation will give an overview of the modeling process and development examples using the GMT SDK.

• KSII Transactions on Internet and Information Systems (TIIS)
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• v.13 no.3
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• pp.1722-1737
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• 2019

We developed an insider threat detection model to be used by organizations that repeat tasks at regular intervals. The model identifies the best combination of different feature selection algorithms, unsupervised learning algorithms, and standard scores. We derive a model specifically optimized for the organization by evaluating each combination in terms of accuracy, AUC (Area Under the Curve), and TPR (True Positive Rate). In order to validate this model, a four-year log was applied to the system handling sensitive information from public institutions. In the research target system, the user log was analyzed monthly based on the fact that the business process is processed at a cycle of one year, and the roles are determined for each person in charge. In order to classify the behavior of a user as abnormal, the standard scores of each organization were calculated and classified as abnormal when they exceeded certain thresholds. Using this method, we proposed an optimized model for the organization and verified it.

• The Korean Journal of Health Service Management
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• v.9 no.1
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• pp.95-107
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• 2015

The purpose of this study is to analyze the characteristics of hospital organization structure, organization culture, organization conflict and the interrelation of influential factor in organization conflict. The data for this study were collected through a self-administered survey with a structured delivered to 755 subjects including several nursing staff members, administration staff members and medical technicians at six hospitals. The structural equation model was used to examine the relation of organization structure, organization culture and organization conflict. The results of the analysis in this study were as follows. First, organization structure had a positive influence on organization conflict, especially in terms of complexity and centralization. But, formalization had a negative influence on organization conflict. Second, organization culture had a positive influence on organization conflict, especially in terms of group culture, developmental culture, and hierarchical culture. But, group culture had a negative influence on organization conflict. Third, organization structure had positive influences, especially on organization culture complexity, centralization, and formalization. But, centralization had negative influences too.