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박상건,이태공,임남규,손현식,김한욱,Park, Sang-Gun,Lee, Tae-Gong,Lim, Nam-Kyu,Son, Hyun-Sik,Kim, Han-Wook 한국국방경영분석학회 2010 한국국방경영분석학회지 Vol.36 No.2
DoD makes efforts to develop Capability-Based Force Structure through NCW and requirements. MND makes efforts to develop capability based force development and management for dynamic security environment and wartime command and control, however it seems to be very difficult to develop Capability-Based Force Structure without the concept and development method of integrated capability. The purpose of this paper is to make "An Integrated Capability Framework of Capability Based Force Structure" which presents integral capability of Enterprise. This framework contains the concept of force operation and force development view based on defense force life cycle. 미 국방성은 플랫폼중심전의 상향식소요제기에서 네트워크중심전의 하향식소요제기로 변화하고 능력기반전력구조개발에 힘쓰고 있으며, 한국군도 다변화하는 안보위협과 전시작전권전환을 앞두고 능력기반전력구조로의 전환을 시도하고 있으나 통합능력의 개념과 개발방법이 부족한 상태이다. 따라서 이 연구는 능력기반전력구조 개발을 위해 상 하위 조직 전체의 능력과 현재의 전력운용관점과 미래의 전력개발관점을 동시에 포함하는 통합능력프레임워크를 제시한다.
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박상건,조현성,김동민,하태진,백명균,강이슬,박홍규,박수강 대한전기학회 2019 전기학회논문지 P Vol.68 No.4
As the aging of the population progresses rapidly in recent years, patients with chronic arthritis such as degenerative arthritis in the elderly are increasing. This has increased the interest and demand for phototherapy unit, infrared home use, and there is a need for a performance evaluation method to ensure the safety of phototherapy unit, infrared home use with the aim of alleviating pain. In this study, performance evaluation items are studied based on contents such as International Electronical Commission (IEC) 60601-2-57, 62471 and Japanese Industrial Standards (JIS).
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Transition from Pemphigus Foliaceus to Pemphigus Vulgaris: Case Report with Literature Review
박상건,장재용,조용훈,김수찬,이민걸 연세대학교의과대학 2006 Yonsei medical journal Vol.47 No.2
The A Case of Congenital Neuromuscular Disease with Uniform Type 1 Fiber Sang-Jun Na, et al. Transition from Pemphigus Foliaceus to Pemphigus Vulgaris: Case Report with Literature Review Sang Gun Park, Jae Yong Chang, Young-Hun Cho, Soo-Chan Kim, and Min-Geol Lee Department of Dermatology and Cutaneous Biology Research Institute, Yonsei University College of Medicine, BK21 Project for Medical Science, Yonsei University, Seoul, Korea. transition between the main subtypes of pemphigus, pemphigus vulgaris (PV), and pemphigus foliaceus (PF) has rarely been reported. Moreover, the development of PV in a patient with PF is much more unusual than that of PF in a patient with PV. We report a 48-year-old man who presented with cutaneous lesions showing the typical clinical and histological features of PF. Five years later, his skin lesions became extensive and he developed oral erosions. His condition did not respond well to steroids and azathioprine. Histological examination of a vesicle disclosed suprabasal acantholysis in contrast to the subcorneal acantholysis discovered upon initial histological evaluation. Indirect immunofluorescence revealed IgG antikeratinocyte cell surface antibodies at a titer of 1:640. The titer was 1:160 at initial diagnosis. Upon immunoblotting, the patient's serum reacted with 130 kiloDalton (kDa) and 160 kDa proteins, suggesting desmoglein (Dsg) 3 and 1, respectively. We herein report an unusual case of PV that developed from PF during the disease's flare-up. The A Case of Congenital Neuromuscular Disease with Uniform Type 1 Fiber Sang-Jun Na, et al. Transition from Pemphigus Foliaceus to Pemphigus Vulgaris: Case Report with Literature Review Sang Gun Park, Jae Yong Chang, Young-Hun Cho, Soo-Chan Kim, and Min-Geol Lee Department of Dermatology and Cutaneous Biology Research Institute, Yonsei University College of Medicine, BK21 Project for Medical Science, Yonsei University, Seoul, Korea. transition between the main subtypes of pemphigus, pemphigus vulgaris (PV), and pemphigus foliaceus (PF) has rarely been reported. Moreover, the development of PV in a patient with PF is much more unusual than that of PF in a patient with PV. We report a 48-year-old man who presented with cutaneous lesions showing the typical clinical and histological features of PF. Five years later, his skin lesions became extensive and he developed oral erosions. His condition did not respond well to steroids and azathioprine. Histological examination of a vesicle disclosed suprabasal acantholysis in contrast to the subcorneal acantholysis discovered upon initial histological evaluation. Indirect immunofluorescence revealed IgG antikeratinocyte cell surface antibodies at a titer of 1:640. The titer was 1:160 at initial diagnosis. Upon immunoblotting, the patient's serum reacted with 130 kiloDalton (kDa) and 160 kDa proteins, suggesting desmoglein (Dsg) 3 and 1, respectively. We herein report an unusual case of PV that developed from PF during the disease's flare-up.
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철도산업의 구조개혁에 따른 노사주체의 전략적 선택과 노사관계 변화에 대한 사례 분석
박상건,조남신 한국외국어대학교 지식출판콘텐츠원 글로벌경영연구소 2011 글로벌경영연구 = Journal of global business research Vol.23 No.1
This study examined the structural reformations and the changes of the industrial relations of the Korean railroad industry. It illuminated how strategic choices of the three major players in a public sector, i.e., the union, the management, and the government, interact with one another and resulted in changes in industrial relations. It tried to demonstrate the causes of changing industrial relations in a public sector, and to suggest alternatives to create stable and cooperative industrial relations. We formulated a research model based on a strategic choice theory by Kochan, Kats, and McKersie (1986). The model is designed to demonstrate strategic choices of the three major players under environmental changes and the following changes of industrial relations. The results of the case analyses on the structural reformation, the strategic choices, and the industrial relations of the Korean railroad industry were as follows: First, changes in industrial relations were from ‘working harmony’ in 1980s to ‘armed truce’ and ‘open conflict’ over time. Hitting a turning point in the 1990s’ economic crisis, and with breaking of the previous ‘working harmony’ industrial relations, the conflict between labor and management started to rage. Second, at each time, the leaders of labor, management, and government had chances to transfer to working harmony’ or ‘union-management cooperation.’ They, however, pursued their positions and values every time, and failed to develop to productive relations with the labor. We suggested, based on the above results, alternative plans for the development of the industrial relations of the Korean railroad industry: First, a basic strategy to be promoted continuously as the top task by the labor, management, and government was elicited regardless of the developmental stages. The government must push ahead with mid and long term and consistent plans and expanded investment for railroad industry. The management, meanwhile, must be actively involved in improving industrial relations as an independent subject. The labor union must pursue strategic flexibility. Second, in terms of the 1st stage’s developmental plan, the government must reflect opinions of each sector in society considering developmental aspect of industrial relations when legislating or revising labor laws and regulations. They also must establish a research and support center of industrial relations in public sector, and transfer their actual rights to the management to solve labor disputes through negotiations between railroad labor and management. The management after taking over the rights must adjust the speed and amount of structural reformation based on communications and negotiations with the union. The labor union, in the meantime, must find out a political plan on structural reformation of the government and users, and industrial relations. The developmental plan to be pushed ahead by labor and management together is to set up a developmental goal of labor and management. Next, they need to introduce a labor-management consultation system followed by introduction of High Performance Workplace. They, finally, have to provide a basis to settle industrial-level negotiations. Third, in the 2nd stage, the government must gather the opinions on labor laws and regulations and legislate and revise them. They also have to review financial support to the industrial industry. The management must fully carry out the labor and management agreement using the rights they were entrusted with in the 1st stage, also have in-depth thoughts on improvements for compensation claims and provisional attachment. The developmental plan to be taken into action by labor and management together is to introduce labor-management consultation system for each position, and job, and adjust a negotiation cycle. In the 3rd stage, labor and management must create a railroad advisory committee.
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