• Journal of Advanced Navigation Technology
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• v.20 no.4
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• pp.305-313
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• 2016

International Civil Aviation Organization (ICAO) has recommended the adoption of performance-based navigation (PBN), which utilizes global navigation satellite system (GNSS). As a part of efforts to adopt PBN in South Korea, preparations have been made to implement GNSS. In Oct. 2014, Korea augmentation satellite system (KASS) was officially launched for development. A set of navigation devices need to be on-board for an airplane to utilize GNSS. GNSS navigation devices are used for different phases of flights through en-route, terminal, departure, approach and a wide variety of specification standards have been proposed for GNSS navigation. In this paper, we investigate the many proposed standards for GNSS navigation devices and their interfaces. This paper can be useful for designing procedures and flight test used in KASS implementation.

• The Korean Journal of Franchise Management
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• v.12 no.3
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• pp.7-19
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• 2021

Purpose: The hotel industry needs a leader who can actively demonstrate leadership to respond to and accept changes in the organization in a highly competitive and fast-changing environment. Therefore, the role of leaders who instill clear vision and goals of the organization in their members, listen to their opinions, and empathize is paramount. Leaders should encourage successful organizational activities based on active participation by employees and create the best environment for working with a sense of mission and responsibility. This study aims to identify the relationship between empathy leadership and job engagement as a result variable of team cohesion in the hotel culinary department and conduct empirical studies on the role of empathy leadership and job engagement. Research design, data, and methodology: The data were collected from employees who work in culinary department at a five-star franchise hotel located in the Seoul metropolitan area. Because it is difficult to conduct a survey through face-to-face contact with employees due to the COVID-19 pandemic, the online survey was conducted from February 1 to February 28, 2020. A total of 330 questionnaires through online were distributed and 268 employees completed the survey, yielding a response rate of 81%. Of the 268 returned responses, 27 responses were not usable due to missing information. Thus, a total of 241 responses were used for analysis. Results: The study results are as follows. First, it has been shown that the empathy leadership of culinary department in hotel companies has a significant positive impact on the job engagement. Second, it has been shown that job engagement has a significant positive effect on members' team cohesiveness. Third, empathy leadership of hotel companies' culinary department has a significant positive impact on members' team cohesiveness. Fourth, job engagement has a significant positive (+) mediating effect in the relationship between empathy leadership and team cohesiveness in culinary department. Conclusion: This study supports the theory that an emotional and empathic leader's behavior or ability can change the effectiveness or atmosphere of a rapidly changing hotel culinary team organization by presenting a research model on the effect of empathic leadership on job engagement and team cohesiveness. And hotel chefs should be more aware of the importance of empathic leadership and make them a human resource of the organization through formal and informal communication with culinary employees.

• Journal of Digital Convergence
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• v.13 no.4
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• pp.147-161
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• 2015

The purpose of study was to test the effects of CEO' transformational leadership and learning organization on innovative behavior in the Knowledge-based Service Organization showing the characteristics of convergence service and the moderating role of learning organization between transformational leadership and innovative behavior. For this study, the data were collected from 348 Knowledge-based Service industrial employees in metropolitan area by using structured questionnaires. Collected data were analyzed by hierarchical regression technique. The results showed that both of CEO' transformational leadership and seven learning organization building factors had a positive effect on employees' innovative behavior. And also found out the only four out of the seven learning organization building factors, namely 'Create continuous learning opportunities', 'Promote inquiry and dialogue', 'Encourage collaboration and team learning', 'Provide strategic leadership for learning' had the moderate roles between CEO's transformational leadership and employees' innovative behavior. The theoretical and practical implications of the findings were discussed and the directions for future research were presented.

• Proceedings of the KSR Conference
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• 2008.11b
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• pp.2125-2129
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• 2008

In present, RCM has been hot issue in the domestic railway industry areas. Based on this circumstance, in this paper, for the purpose of an effective RCM system construction, a suitable organization structures which are to be applied to the railway system is proposed. Some examples and descriptions about the responsibilities and the roles which should be done by each RCM team, during the RCM analysis, as step by step for RCM analysis are also described. By using the formalized organization, the tasks for maintenance are allocated to each staff and the data for RCM analysis could be managed, systematically, as well. To sum up, it would be expected that based on the systematic organization structure for RCM analysis, the results of RCM analysis, that mean the maintenance methods and intervals for preventive maintenance, on specific railway system could be more reliable and accurate.

• Knowledge Management Research
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• v.14 no.5
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• pp.101-120
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• 2013

The effective management of knowledge has become one of the critical success factors in current organizations. In spite of the extensive use of Knowledge Management System (KMS), useful information and knowledge resources are still transmitted through personal networks among people in organizations. Thus, social network theory which focuses on social relationships in organization can be a fruitful theoretical resource for enhancing Knowledge Management (KM) performances. In this study, we investigate the effects of intra-team network characteristics (i.e., group density and degree of centralization) and external boundary spanning activities on knowledge management performances of a team. We also acknowledge that all group members do not necessarily agree on the team goal and actively disseminate useful information and knowledge. Drawing on the political perspective on KM which emphasizes the role of trust among group members, we examine the mediating effects of team trust between internal/external network characteristics and KM performances. From the data of 220 teams in financial companies in Korea, we found that: (1) group density had positive effects on KM performances (i.e., knowledge creation, sharing, and use). (2) However, centralization was not significantly associated with KM performances. (3) Team trust was found to be an important factor mediating the relationship between intra-team network characteristics, boundary spanning activities, and KM performances. Based on these results, we discuss and suggest possible implications of the findings when designing and implementing KM practices.

• Journal of Industrial Convergence
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• v.2 no.1
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• pp.139-158
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• 2004

The purpose of this study is to examine antecedents and outcomes of trust toward supervisor in organization. The model is developed by reviewing previous research providing various perspectives. Antecedents consisted of three trustworthy behaviors - ability, benevolence, integrity - and three transformational leader behaviors - performance management, motivation, team-orientation -, and job satisfaction and organizational commitment is used outcome variables of trust. Data was collected from 206 employees in 6 organizations in broadcasting industry, using self-report questionnaire. Study finding is as following. First, trust in model was composed by 2 type - affect-based trust and cognition-based trust -, not divided in empirical analysis. Second, regression analysis for trust carry out independently, jointly with trustworthy behaviors and leadership behaviors. In antecedents of trust trustworthy behaviors, ability and benevolence has positive effects to trust, integrity has negative relationship with trust. It was high correlation between trustworthy behavior and leadership behavior. Especially, it has highly correlate(correlation efficient 0.69) between ability and team-orientation that influences trust strongly. Third, trust was not significant relationship with individual variables such as age, period with supervisor. Only, it found significant gap in variables and found out different relationship between variables among organizations distinctly. Fourth, job satisfaction and organizational commitment was positive influenced by trust and found out strong relationship between trust and organizational commitment.

• The Journal of the Korea Contents Association
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• v.10 no.4
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• pp.274-281
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• 2010

The objective of the present study lied in providing empirical analysis over subjects of revenue officers targeted for suggesting effective managerial way for enhanced job productivity by using team commitment as a mediator in the correlation between trust and job productivity. As a result, it was identified that organizational trust, trust in superiors and trust to colleagues perceived by revenue officers have positive effects on team commitment, while the higher team commitment leads to higher job productivity, accordingly leading to better efficiency in carrying out tax-related administration and improving the level of satisfaction as for tax payers. It demonstrated that managers in tax-related organizations must create the foundation affordable for revenue officers to be widely exposed to participate in organization-related key decision-making processes in such a way that encourages and initiates them to have stronger loyalty and self-confidence based on common identity. Furthermore, much effort shall be continuously paid in designing personnel and organizational management policies in order for them to have faithfulness and adherence to their belonged organization.

• Proceedings of the KSRS Conference
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• v.2
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• pp.808-811
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• 2006

The KOMPSAT-2 was developed by KARI and it was successfully launched from Plesetsk, Russia on 28th July 2006. The Korean government decided the commercialization of the KOMPSAT-2 image data and direct reception services worldwide. SPOT Image, based in Toulouse (France) was selected by KARI through an international open bidding as a foreign company for the KOMPSAT-2 image promotion over the entire world except the territory of Republic of Korea including the North Korea, the United States of America, UAE, Saudi Arabia, Kuwait, Qatar, Oman, Yemen, Egypt, Iran, Iraq, Jordan, Lebanon, and Syria. KAI (Korea Aerospace Industry Ltd.) is an engaged Korean company for this area. KARI has responsibility to operate the satellite, data acquisition, archiving for the worldwide commercialization. For the processing and delivery of the KOMPSAT-2 image data to the users of KAI and SPOT Image, KAI has the binding contract with KARI. So KAI has the responsibility for the commercial ground station operation such as user support, data processing, and the data delivery. The KOMPSAT-2 ground station is hosted in KARI, so KARI has developed the concept of KOCUST (KOMPSAT-2 Commercial User Support Team) jointly with KAI to support the data processing and delivery as KOMPSAT-2 developer and satellite operator. The main purpose of the KOCUST is to support the operational activities to provide the data and service quality to satisfy customers. KOCUST will be organized by the members of KARI and KAI together. KARI members will mainly take the role of KOCUST coordination, data processing and user support in a public sector. KAI members are going to take user desk, data validation and delivery et cetera, which are related with users. This paper describes a summarized concepts of KOCUST like organization, dedicated tasks of each part and work flow of daily operation.

• Current Industrial and Technological Trends in Aerospace
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• v.6 no.1
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• pp.105-115
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• 2008

The organization for satellite operation team is mainly based on the number of satellites to be controlled, operator's workload of payload operation support and the degree of automation of the operation system. Although the structure and its functionality of satellite operation organization are a little different according to the complexity of the operation, most satellite control centers have adapted the similar architecture for single or multiple satellite support. KARI Satellite Operation Center(KSOC) has started its simple mission operations since the launch of KOMPSAT-1(21st Dec. 1999) and has been evolving into multiple mission operations for various satellites such as KOMPSAT-2, KOMPSAT-3, KOMPSAT-5 and COMS(Communication Ocean Meteorological Satellite). This paper presents the appropriate direction of future deployment for KSOC by comparing the current status with the recommendation of the advanced satellite operation organization and analyzing their experiences in order to propose the better solution for efficient and safe satellite operations.

• 한국벤처창업학회:학술대회논문집
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• 2006.04a
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• pp.167-201
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• 2006

Korean corporations are transforming their vertical operational structure to a team-based structure to compete in the rapidly changing environment and for improved performance. However, a high percentage of the respondents in KBS said that despite the appearance of the present team structure, the organization operates much like a vertically-structured organization. This result can be attributed to the lack of study and implementation toward the goal of empowerment, the key variable for the success of the team-based structure. This study aims to provide policy suggestions on how to implement the process of empowerment, by investigating the conditions that hinder the process and the attitude of the KBS employees. For the cross-sectional study, this thesis examined the domestic and international references, conducted a survey of KBS employees, personal interviews and made direct observations. Approximately 1,200 copies of the Questionnaire were distributed and 474 were completed and returned. The analysis used SPSS 12.0 software to process the data collected from 460 respondents. For the longitudinal-study, six categories that were common to this study and "The Report of the Findings of KBS Employees' View of the Team Structure" were selected. The comparative study analyzed the changes in a ten-month period. The survey findings showed a decrease of 24.2%p in the number of responses expressing negative views of the team structure and a decrease of 1.29%p in the number of positive responses. The findings indicated a positive transformation illustrating employees' improved understanding and approval of the team structure. However, KBS must address the issue on an ongoing basis. It has been proven that the employee empowerment increases the productivity of the individual and the group. In order to boost the level of empowerment, the management must exercise new, innovative leadership and build trust between the managers and the employees first. Additional workload as a result of shirking at work places was prevalent throughout all divisions and ranks, according to the survey data. This outcome leads to the conclusion that the workload is not evenly distributed or shared. And the data also showed the employees do not trust the assessment and rewards system. More attention and consideration must be paid to the team size and job allocation in order to address this matter; the present assessment and rewards system need to be complemented. The type of leadership varies depending on the characteristics of the organization's structure and employees' disposition. KBS must develop and reform its own management, leadership style to suit the characteristics of individual teams. Finally, for a soft-landing of KBS team structure, in-house training and education are necessary.