FRP로 보강된 복보강 콘크리트보의 휨성능에 관한 연구

이상열 ( Lee¸ Sang-youl1 ),손병직 ( ·son¸ Byung-jik ) 한국복합신소재구조학회 2022 복합신소재구조학회논문집 Vol.13 No.5

본 연구는 ACI 등 규정에 없는 FRP 보강 콘크리트의 복보강에 대한 설계흐름도를 제시하였으며, 단보강과 복보강을 비교, 분석하였다. 다양한 파라미터 연구를 통해서 각각 단보강일 때의 이점과 복보강일 때의 이점을 분석하였다. 콘크리트의 단면이 작을수록 보강량이 클수록 복보강의 휨성능이 유리하며, 반대의 경우는 단보강이 유리한 것으로 나타났다. 콘크리트의 단면을 크게 하는 것이 FRP 보강량을 크게 하는 것보다 효과가 좋으며, 콘크리트 단면 중에서 콘크리트 높이를 크게 하는 것이 효과가 우수하게 나타났다. 콘크리트의 설계기준강도가 클수록, FRP의 탄성계수가 작을수록 단보강이 유리하며, 반대의 경우는 복보강이 유리한 것으로 나타났다. This paper presented a design flow chart for double reinforced concrete beams with FRP reinforcing bars, which is not specified in regulations such as ACI, and compared and analyzed single reinforcement and double reinforcement. Through various parametric studies, the advantages of single reinforcement and double reinforcement were analyzed. The results suggest that the smaller the cross-section of concrete and the larger the amount of FRP reinforcement, the better the flexural performance of the double reinforcement, and vice versa. Enlarging the cross-section of concrete is more effective than increasing the amount of FRP reinforcement, and increasing the concrete height of the concrete cross-sections is more effective. As the design reference strength of concrete is large and the modulus of elasticity of FRP is small, single reinforcement is advantageous, and in the opposite case, double reinforcement is advantageous.

Calmodulin유전자의 Sense와 Antisense구조를 가진 감자 Transgenic Plant의 기내 생장과 발육

任悅宰 建國大學校 自然科學硏究所 1995 建國自然科學硏究誌 Vol.6 No.-

Single-node stem segments of transgenic potaot plants(solanum tuberosun L. var. FL1607) carrying patatin promotor fused to sense or antisense construct of PCM1 were used to investigate in vitro growth and development of them as influenced by different sucrose concentrations in thed가 or light(16th/day) at 16℃. During 15days after treatments, a tuber formed at the etiolated shoot sprouted from the auxiliary bud of single-node stem segments only in the dark condition. Tuberization was increased by increasing the sucrose concentration in the media. The stem segments grown in the media without sucrose, which were cultured under the dark or light conditions, showed little growth and development. Tuber induction was delayed in the sense plant as compared to the control plant. There was little difference between control and antisense plants in tuber formation. In the light condition, the sprouting shoot from the bud showed upright growth in the low sucrose concentration(2%) and horizontal growth with basal swelling in the high sucrose concentration(4∼8%). The higher the sucrose concentration in the media, the more reduction of shoot growth was observed in all plants. During this time, the shoot growth was inhibited in the antisense plant and was increased in the sense plant as compared to the control plant. PCM1 gene expressions of the control and sense plants incubated under the light condition were a little higher than those of these plants incubated under the dark condition. However, no difference was found in this gene expression between the control and sense plants cultured under the same conditions.

신경정신의학의 지향점에 관하여 : 독창성과 과학적 신뢰성

김율리 大韓神經精神醫學會 2005 신경정신의학 Vol.44 No.5

Objectives : How dose the Journal of Korean Neuropsychiatric Association reconcile both the essential companion in clinical practice and the leading academic journal of general psychiatry? Methods : I have been involving 2 projects of the British Journal of Psychiatry (BJP), the leading international journal of general psychiatry. The first is a compaiison between papers that are seen by referees who are willing for their names to be closed to the authors of previous papers and those who do not wish their names to be closed. The second involves the rejection rates and long-term outcome of papers submitted from low and middle income countries (LAMI) Results : Many referees of BJP were supportive of disclosure but not so much when it comes to the bad news. LAMI are contributing well to the psychiatric literature, though conclusions from the results can only be tentative in view of the relative small numbers. Conclusion : The BJP showed me that good journalism in an academic publication is not oxymoron. The criterion of the originality and the scientific reliability should remain uncompromised at any time and these should remain the clearest guides. I also would like our journal to be more excellence in clinical communication.

地方公私의 自律性에 관한 硏究 : 그 問題點과 確保方案을 中心으로 Focused on Issues and Problems in Autonomy and Means to Solve Them

吳烈根 단국대학교 1995 論文集 Vol.29 No.-

The focus of this study is authomy in Korea local public enterprise. Its primary purpose is to review the problems in autonomy and to search for measns to solve them. Besides, this paper classifies autonomy into five types, namely, political, administrative, financial, personnel, and legal autonomy. The results thus obtained are summarized as follows. (1) As focus public corporation has an organization independent of other entities, It is important to eliminate the political interference of central government. Therefore, it is the greatest political autonomy that should be guaranteed by the appointment of local public corporation's president through the approval of the local assembly instead of the home affairs minister and the introduction of staggering term system in executive's period. (2) The directors' meeting is often referred to as 'the body of personal right'. And consequently, it should be separated from the home affairs minister and establishment body's chief. (3) The self-supporting accounting system means financial autonomy. It is the important way to assure the financial autonomy that local government corporation takes the minimum of public profits into account. (4) Local public corporations's staff is usually excluded form the application of the National Public Service Law. So I am of the opinion that personnel autonomy is devised through the the recruitment of the personnel by the open competition examination, the development of traning techniques for the staff, the prohibition of the dispatch of the retired official into the pertinent corporation, and so forth. Furthermore, the right to independent association, collective bargaining and collective action of the staff may be restricted by law only when necessary for national security, the maintenance of law and order or for public welfare. Even when such restriction is imposed, no essential aspect of the right shall be violated. (5) The deregulation of the executive branch for the establishment of public enterprise and the simplication of formalities of incorporation are the essential parts of legal autonomy. (6) The control at our corporation should be relaxed. The relaxation of control should be not geared to the laissez-faire and the comprehensive supervision should be excluded within the limits of the possible. Finally, contiued research in the autonomy of local government corporation may provide insights for the development of an alternative model for improving the display of company's effeciency.

現代行政에서의 管理的 리이더쉽理論 : 리이더의 行態를 中心으로 Focused on the Leader Behavior

吳烈根 단국대학교 1984 論文集 Vol.18 No.-

This paper may be summarized as it stared, namely, that leadership is a function of the leader, the followers, and the situation. The path to this understanding of leadership has been long and filled with contradictions. However, signifiticant insights have emerged and the leadership process has been brought into clearer focus. The "great man" with unigue traits is no longer considered a tenable approach to leadership. However, the leader's behavior, skills, knowledge, and values are known to be important factors in the overall leadership process. The demands made upon such characteristics very from on situation to another. In spite of the differences in terminology used, out of the research on leadership two basic and important dimensions of supervisory behavior emerge; one emphasizes task performance, one emphasizes satisfying individual employee needs. Figure Ⅴ-1 shows the similarity between the different approaches to leadership behavior described in this paper. Additionally, because investigations of leadership style have failed to consider significant factors such as the structure and nature of tasks, the needs and abilities of the group members, and the superior, such omissions have frequently led to different interpretations of leadership effectiveness. Finally, the examination of leadership has tended to focus upon the situation. There is no one right or best way of leading. Whether the leader is autocratic or democratic in decision making is dependant upon numerous factors. Each is appropriate under certain conditions. The path toward a goal for a work group is made easier by the leader's behaving in a manner that provides what the situation dictates is necessary. This requires a high degree of sensitivity and flexibility on the part of the leaders.

組織人의 主體性과 忠誠心에 관한 硏究

吳烈根 단국대학교 1989 論文集 Vol.23 No.-

組織權力의 問題에 관한 硏究 : 組織權力論을 中心으로 Focused On the Central Perspectives and Debates in Power Theory

吳烈根 단국대학교 1992 論文集 Vol.26 No.-

In this paper we have sought to explore the relationships between power and the other main implementing factor, authority. First of all, power is exerted in almost all social relations in organizations. This is because the realization of most organizational goals requires the use of power. And we define power as the capacity to overcome part or all of the resistance offered by other units, to introduce changes in the face of opposition. The most powerful units can overcome most of the resistance of all the others. We speak, of course, of an individual person or small group. Our main objective can be rephrased in the following subobjectives ; (1) examination of Buckley's theory of power versus authority(chapter 2) ; (2) review of Scott and Mitchell's perspective of bases of authority(chapter 3) ; (3) examination of influence views(chapter 4) ; and (4) consideration of Blau's exchange and power model(chapter 5). For suggesting a solution to the problem of power and authority, Buckley conceptualizes the two aspects of control as polar types defining the ends of a continuum. As a working definition, he defines power as control over the actions of others to promote one's goals without their consent, against their "will", or without their understanding. A closely related characteristic is the emphasis on private goal-orientation rather on than collectivity goal-orientation. Authority is the control of the behavior of others for the promotion of collective goals, based on ascertainable form of their knowledgeable consent. Authority thus implies informed, voluntary compliance, which is a definite psychological state, and a coordination of identity of the goal-orientations of controllers and controlled. As difined, authority is not a special form of power, nor is power a subtype of authority. These are polar types, with the various institutional areas of actual societies represented somewhere along the adjoining continuum. Max Weber made the classic analysis of authority. He saw it as the willing, unconditioned compliance of people resting upon their belief that it is legitimate for the superior to impose his will on them, and it is illegitimate for them to refuse obedience. The key word in this statement is legitimate. Now it is useful to see how the concepts of legitimate authority apply to organizational situations. If we see these concepts as possible ways that O(the agent exerting leadership) may obtain a desired behavior from P(the agent subjected to leadership), it is important to discuss how these rewards come to be allocated either to the positions or prople in question. In this context authority is thought either to originate at the top of the organization and pass down through the process of delegation or to originate at the bottom of the organization and move, through the consent of those led, to the top of the organization. This paper is in favor of the former, the top-down theory. The purpose of the fourth chapter is to discuss certain contemporary interpretations of power and influence relationships, particularly as they are manifested in the organizational context. Here we confront always three major perspectives which couldn't be resolved easily. At first, the Etzioni approach finds utility in separating power and influence. He points out that the use of power by O may change P's behavior, but it may not change P's preferences. Conversely, successful influence results in a change in P's preference system. Secondly, the Frech-Raven approach is probably best known as representing the social-psychology stream of analysis. They define power in terms of influence, and influence in terms of psychological change. Influence is the control which a social agent exercises on others. They say that the strength of power a person possesses in a given system is his maximum potential ability to control. An important concept is based on this idea. Power is latent influence ; while influence is power in action. And thirdly, based on their analysis of the literature, Scott and Mitchell treat influence mainly as a matter of power and authority that is exercised in the context of organizational formal structure. They conclude that O has essentially various means available to influence P. Our perspective of this matter is discussed in the last chapter. Blau's theory set out to analyze the processes which govern human association, with a view to establishing the basis for a theory of social structure. His theory attempts to rink the micro-and macro-levels analysis. And he is firmly set against reductionist explanations of organization. For Blau, organization is more than the sum of its parts. His notion of "exchange" is used as an analytical tool tracing the emergent properties of social interaction. His analysis of the process of social exchange leads him to identify the way in which power makes it possible to organize collective effort. He traces the manner in which the legitimation of power has its source in the social approval its fair exercise evokes among subordinates. Power is thus a contral variable in his analysis, providing a major factor in accounting for social integration and control. And he says that the collectivity of subordinates exchanges prevailing compliance with the superior's orders, which it has to offer as the result of its social norms that enforce compliance, and which legitimates the superior's authority for the contribution to the common welfare his leadership furnishes. To summarize the discussion of power, influence, and authority to this points, we suggest that it is useful to keep these two terms, influence and power separate in order to express a significant conceptual distinction. That is, power suspends the subject's preferences ; influence entirely alters them. Furthermore, power is related to the concept of authority. Namely, legitimate power is authority, which Weber defines as "the probability that certain commands from a given source will be obeyed by a given group of persons." He adds that a basic criterion of authority "is a certain minimum of voluntary submission," although the specific motives for obedience to commands may vary. Consequently, power and authority make up a set.

官僚制와 疎外에 관한 硏究 : 疎外의 源泉을 中心으로 Focused on the Source of Alienation

吳烈根 단국대학교 1987 論文集 Vol.21 No.-

The concept of bureaucracy is viewed as a series of dimensions, each in the form of dimensions. But if bureaucracy regarded as a multidimensional concept, the identification of bureaucratic structure becomes more complicated. That is why in this paper, the writer has defined the bureaucracy as twofold aspect of it. Two dimensions of bureaucracy are the rationalization of the administrative process and the power environment of bureaucracy. In the field of the industrial bureaucracy and its public, "rationalization" refers to the substitution of learnable rules of procedures for the exercise of individual caprice. One of the most important of it is the problem of the impersonalization of human relations within the organization. This involves behavior in which the individual uniqueness of people or their problem ignored and they are treated as "cases," "problems," or "things." And then, the problem of power has been expressed itself in the following words. That is, it forms the foundation of bureaucracy. The writer's reason is that power-authority becomes mobilizing factor of Hard Organizations (HO). Moreover, we find to be so because we think the very core of HO is bureaucracy. Now, contemporary society places a heavy burden upon organization man to adapt to a large, complex, and impersonal bureaucratic environment. For a substantial number of the members of modern organizational society this burdern has become the source of pervasive feelings of estrangement now fashionably termed "alienation." In other words a major cost of bureaucracy is employee alienation. Members perceive the impersonality of the organization as creating distance between them and their work. As a "cog in the wheel", it is frequently difficult to feel committed to the organization. High specialization and instrumentalism further reinforce their feelings of being irrelevant. As a result of the efficiency orientation, unorganized bureaucratic clients and lower-level employees are sometimes treated as mere objects to be administered. The routinized, impersonal, custodial administrative situation can stifle the creativity and sense of efficacy of both the administrator and the recipient of social services. The next thing we must mention is the problem in power-authority and alienation. To use power, to overcome resistence, entails the generation of some resisitence. The resistence takes many forms and has many expressions. The term which most inclusively describes the various kinds of resistence is "alienation". It increases when power is exercised, adding to alienation which has other sources. For instance, the application of power is expected to increase the distance between the members of HO and the fruits of their labor, render their social world less meaningful, and make the social structure less responsive. And authority is defined as legitimate power-that is, power that is used in accord with the subject's values and under conditions they view as proper. But legitimation and satisfaction(or alienation) are not to be confused. The reason why that is to be so is that the former is concerned with emotional desires, the latter with rational values. In conclusion two kinds of alienation-resulted from the impersonalization of bureaucracy within HO and the outcome of the use of power-are inevitable.

現代的 行政動機賦與理論에 관한 考察 : 統合的 動機賦與모델의 開發과 關聯하여 Concerned with the development of an integrative motivational model

吳烈根 단국대학교 1985 論文集 Vol.19 No.-

Work motivation and its dynamics were covered in this paper. 1. Motivation is a complex problem in organizations because the needs, wants, and desires of each worker differ. Therefore, motivation has been examined as a process that involves energizing by motives, behavior or goal-directed activity, and an incentive or goal that reduces the enerzing need. 2. Earlier in this paper, we presented a basic motivational model that focused on the fundamental elements of needs, desires, and choice behavior. 3. Early approaches to motivation viewed the worker basically as a lazy human being who must be constantly supervised and who is motivated only by money, The contemporary approach views the worker as a self-starter who seeks responsibility and autonomy and who can be motivated by factors other than money. 4. The modern approach to work motivation can be divided into content and instrumental approaches. The one focuses on person's goals; the latter focuses on a person's need. This paper concentrates on instrumental theories: expectancy theories, equity theory, and reinforcement theory. The expectancy model of Vroom and the extensions and refinements provided by Porter and Lawler help explain the important cognitive variables and how they relate to one another in the complex process of work motivation. The Porter-and-Lawler model also gives specific attention to the important relationship between performance and satisfaction, Porter and Lawler propose that performance leads to satisfaction, instead of the human relations assumption of the reverse, A growing research literature is generally supportive of these expectancy models as theoretical explanations. However, these expectancy models are relatively comlpex and difficult to translate into actual practice. Equity theory was presented, in the additive sense of better understanding of work motivation, A process theory-the equity model based upon perceived input-output ratios-lends increased understanding to the complex cognitive process of work motivation but has the same limitation as the expectancy models for prediction and control in the practice of humane resources management. Finally, operant conditioning offers a simple and potentially powerful theory of motivation, Operant conditioning does not, however, provide the perfect answer, in that it tends to view human behavior as simply as it views the behavior of experimental animals. 5. Now that we have reviewed the major contemporary theories of motivation, a more complete and integrative model can be developed, This integrative model, presented in Figure V-1, further develops the model by including a number of factors, such as effort, ability, satisfaction, and reinforcement, that have been found to be important for understanding the motivational process of individuals in organizations. The integrative model in Figure V-1 is not intended to be a universal motivational approach, but should be viewed only as means of integrating the various concepts that have been discussed. 6. Attribution theory and locus of control, as a potentially important contribution to the cognitive development of work motivation theory, and recognition of the external, operant, reinforcement approach were discussed in terms of the future of work motivation.

Cyclin-dependent kinase(CDK)와 세포주기(cell cycle)조절을 통한 새로운 항암제의 개발 현황

이철훈,조율희 한양대학교 의과대학 2000 한양의대 학술지 Vol.20 No.1

The cell-division cycle is a tightly controlled process that is regulated by the cyclin/CDK family of protein kinase complexes. Stringent control of this process is essential to ensure that DNA synthesis and subsequent mitotic division are accurately and coordinately executed. There in now strong evidence that CDKs, their regulators, and substrates are the targets of genetic alteration in many human cancers. As a result of this, the CDKs have been targeted for drug discovery and a number of small molecule inhibitors of CDKs have been identified. Our attempt here is to illustrate the potential for development of therapeutics to treat human cancers by interfering with cell-cycle progression. Because of the central role that they play in advancing the division cycle, CDKs have been targeted for drug discovery and a number of small molecule compounds have now been identified as CDK inhibitors. These strategies and other targets of intervention within the cell cycle are discussed in our review.