• Korean Journal of Clinical Laboratory Science
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• v.50 no.1
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• pp.54-62
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• 2018

In the 2000's, due to a change in hospital management strategy, the organizational structure shifted from a hierarchical system to a team system. While the hierarchical system is characterized by being activity centered, job title linked, and vertically managed, the team system is characterized by being competency centered, job title segregated, and horizontally managed. The job titles of medical technologist manager was surveyed three times in 1997, 2007, and 2017. It has been confirmed through staff members working at 24 hospitals in more than 500 beds in the metropolitan area. The results of job titles follow are as follow: "Team Leader; Part Leader" 14/24 (59%), "Chief Technologist; Area Head Technologist" 7/24 (29%), and "Chief" 3/24 (12%). The present authors propose an alternative name based on the team system to refine the three job titles currently used by medical technologists. First, the Chief Technologist is unclear if it refers to the Technologist General Manager or Technologist Manager. The Chief Technologist should be changed to "Team Leader". Second, given that Area Head Technologist or Section Chief are on the same position as Head Nurse, we suggest that Area Head Technologist or Section Chief should be changed to "Part Leader". Third, while the organization regulation is marked merely as Department of Laboratory Medicine according to the hierarchical system, it is marked as Laboratory Medicine Team according to the team system. Medical technologists come to have more belongingness, feeling of solidarity, and intimacy under the team system.

• The Journal of the Korea Contents Association
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• v.16 no.1
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• pp.766-777
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• 2016

This study is aimed at suggesting the implications about the utility of team system and importance of leadership through the analysis of what influence of transformational leadership and self leadership has on team performance. This study used the LMX theory & social exchange theory arguing that exchange relation quality forms between organizational members, and situational theory stating that leadership suited for business environment should be displayed as the theoretical background of this research. This study, targeting 9 domestic energy-related public enterprises, proved the research hypotheses through regression analysis under SPSS 20.0 by using the effective data on 880 respondents from 166 teams in total. As a result of the research, a team leader's transformational leadership was found to have a positive influence on team performance, and the behaviour strategy, and cognitive strategy of self leadership were found to significantly modulate the relation between a team leader's transformational leadership and team performance, thus getting to adopt all of the initially-set research hypotheses. The salient point was that the effect was found to be much stronger from the group whose self leadership was low. What this research results imply is that if a team leader in team organization should look to it that team members themselves could be self-motivated by assigning goals, which can be put into practice with concern, to the members of a group whose self leadership is relatively low, team performance could improve more clearly than would otherwise be the case.

• Journal of the Korean Society of Safety
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• v.11 no.2
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• pp.150-159
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• 1996

In this paper, an A-team(Asynchronous Team ) based approach for Reactive power and volage control considering static security assessment in a power system with infrastructural deficiencies is proposed. Reactive power and voltage control problem is the one of optimally establishing voltage level given several constraints such as reactive generation, voltage magnitude, line flow, and other switchable reactive power sources. It can be formulated as a mixed-integer linear programming(MILP) problem without deteriorating of solution accuracy to a certain extent. The security assessment is to estimate the relative robustness of the system in Its present state through the evaluation of data provided by security monitoring. Deterministic approach based on AC load flow calculations is adopted to assess the system security, especially voltage security. A security metric, as a standard of measurement for power system security, producting a set of discrete values rather than binary values, is employed. In order to analyze the above two problems, reactive power/voltage control problem and static security assessment problem, in an integrated fashion for real-time operations, a new organizational structure, called an A-team, is adopted. An A-team is an organization for agents which ale all autonomeus, work in parallel and communicate asynchronously, which is well-suited to the development of computer-based, multi-agent systems for operations. This A-team based approach, although it is still in the beginning stage, also has potential for handling other difficult power system problems.

• IE interfaces
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• v.18 no.4
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• pp.418-430
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• 2005

We establish an efficient strategy for construction and operation of data consolidation center for multi-organization in public sector. First, we introduce important concepts on data consolidation center in public sector, and draw some success factors by analyzing several foreign and domestic cases. Second, we construct all the possible logical operational models of the center and investigate the properties and feasibility of the models. Third, we suggest a virtual operational environment for the two representative models selected by feasibility criteria among the possible logical models, and compare the two models in terms of operational cost. We also utilize AHP methodology to evaluate qualitative opinions on the two models from several experts in public information systems. As a result, we find the best alternative is the case in which all infrastructure and facilities for the center are provided by government, and common essential IT operations are integrated, associated data are consolidated and the whole operational work are outsourced to specialized IT operations service providers.

• Management & Information Systems Review
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• v.18
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• pp.1-19
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• 2006

Ageing induces huge dramatic change of society and economy rather than simple change of population structure. Ageing causes the decrease of working age population and production capable population, thus this brings growth slowness and long-term stagnation. In addition, progress in ageing decreases saving rate, consequently low saving rate brings about the decrease of country-wide investment resources. This ageing problem which is progressive rapidly needs core competence and implementation of human resource professionals to overcome this kind of environment change. First of all, it needs turnover in thinking way toward talents. Secondly, we need innovation one team to pursue innovation and creativity. Thirdly, it should be considered in a new way with the number of workers and efficiency of personnel expenses. Fourthly, employees should make effort for self-advancement. Under the environment with newly change human resource personnels' function and role should be emphasized to maintain sustainable growth and overcome the change of management environment. Therefore, human resources should be emphasized to become competitive personnel and organization with leading the change master and creating the value of the organization.

• Communications of the Korean Institute of Information Scientists and Engineers
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• v.21 no.4
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• pp.4-12
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• 2003

Software process improvement has been one of the most important ways to improve the quality of software and the effectiveness and efficiency of software development organization. During the past 10 years, more than 5,000 organizations have adopted the SW-CMM and many other organizations have adopted similar process models. IEEE and international standards are evolving to encourage and support continued process improvement. The Software Engineering Institute is committed to broadening the benefits of software process improvement to the entire engineering organization through a new model called CMM Integration and to enable faster improvement through the Personal Software Process and the Team Software Process. The SEI is also committed to working with its colleagues in Korea so that industry can reap the benefits from this important and exciting work.

• Journal of the Korea Safety Management & Science
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• v.19 no.4
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• pp.253-260
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• 2017

Due to dramatic changes in the trend of corporate management in economics, labor and government, companies are being asked to adapt creative and innovative organizational culture in order to keep sustainability. Under the circumstances, flexible working hour becomes one of very effective method for organization culture improvement. Recently, M company has introduced the new policy of working hours that employees can choose a couple of different time options depending on their personal situations. And it turns out to be very effective to work & life balance, increasing organizational vitality, improving efficiency of business and productivity, recruitment of core human resources, and prevention of deviation; both team and personal performance levels has significantly improved. Therefore, it is highly recommended to adapt flexible working policies for companies seeking for a long term, sustainable corporate vision.

• Journal of Positioning, Navigation, and Timing
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• v.12 no.4
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• pp.431-436
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• 2023

In order to provide continuous Korea Augmentation Satellite System (KASS) services, the operation organization should continuously and systematically perform operations, maintenance, and technical activities. All subsystems of KASS, all Line Replacement Units (LRUs), and Software Replacement Units (SWRUs) should be operated and maintained continuously. In order to effectively manage these activities, it is necessary to develop an Operation Management Tool (OMT). For this purpose, operation management, operation organization, and operation activities were defined. The defined requirements were divided into general, function, interface, and database for OMT development, and functions and decision-making procedures consisting of site/asset/trouble/work order/schedule management were designed. The OMT developed by reflecting the site and asset information as well as the design content met predefined requirements. The OMT will be actively used in actual KASS operation and will evolve by continuously reflecting the additional requirements of operators. Through this tool, KASS will support continuous service provision.

• Asia pacific journal of information systems
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• v.32 no.3
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• pp.461-476
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• 2022

AI is recognized to be a key technology for digital transformation (DT) and the value of AI is considered to determine the future of the company. However, in reality, although managers acknowledge the future value of AI and have plans to introduce it, most are not sure what to expect from AI or how to apply it to their business. This study compares two company cases to demonstrate how an organization has successfully achieved AI led organizational change while another failed. Specifically, by taking institutionalist's view, this study examines how the legitimacy enables and constrains AI led organizational changes in organization's practices, processes, and infrastructure. The results of this study indicate that for the success of AI led organizational changes, the legitimacy plays an important role by reducing the challenges from stakeholders and increasing the institutional momentum to move through the phases of the change.

• Journal of Korean Society for Quality Management
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• v.42 no.2
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• pp.235-251
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• 2014

Purpose: To develop efficient PL response system, SMEs should decide which component of PL response system is important and implemented with priority under limited resources. To accomplish this goal, we propose strategic priority components of PL response system for SME manufacturer. Methods: We categorize the components of PL response system based on prior research results - System, Organization, Training, Technology, Cost, and Awareness. AHP (Analytic Hierarchy Process) is applied to extract important components of PL response system, which is used in assigning the priority of component. To analyze effects of each components, performance sensitivity analysis is applied. Results: The survey analysis results show Technology is the most important components. Organization and Cost component are follows. As the importance of Technology is changed, we can find Organization, Cost is second and third important components. Conclusion: Our research shows Technology which is related to make a safe product with systematic process, is a basic enabler of PL response system. Also, building a PL team and securing a budget for PL activity should be carry out with limited resources.