대학병원의 경영성과 변화에 관한 연구 : 의약분업 전·후를 중심으로

장원재 조선대학교 경영대학원 2004 국내석사

중소기업의 경영성과에 대한 경영자 특성의 효과에 관한연구

박현호 조선대학교 경영대학원 2017 국내석사

본 연구는 광주광역시 및 전라남도에 소재하는 경영자 및 근로자들을 대상으로 경영자들의 특성이 경영성과에 미치는 영향관계를 검토하였다. 선행연구들을 바탕으로 경영자의 특성으로는 경영자의 심리적 특성, 역량적 특성, 행위적 특성으로 구분하였고, 재무적 또는 비재무적 경영성과로는 매출, 영업이익률, 현금흐름, 시장점유율, 품질, 고객의 만족도를 고려하였다. 경영자특성과 경영성과간의 관계를 실증적으로 고찰하기 위하여 연구모형 및 연구가설을 제안하고, 최종적으로 142부의 설문지가 분석되었다. 분석은 SPSS 23 통계패키지를 활용하여 상관관계분석(correlation analysis)과 다중회귀분석(multiple regression analysis)을 실시하였다. 연구 결과는 다음과 같다. 첫째, 경영자의 심리적 특성에서 성취욕구, 위험감수성향으로 구분하여 분석을 실시한 결과 심리적 특성 요인은 성취욕구가 유의미한 영향을 미치는 것으로 나타났고, 위험감수성향은 유의미한 영향을 미치지 않는 것으로 나타났다. 둘째, 경영자의 역량적 특성은 전문지식, 관리자 역량으로 구분하여 분석을 실시한 결과 역량적 특성은 관리자의 역량에서 유의미한 영향을 미치는 것으로 나타났고, 전문지식은 유의미한 영향을 미치지 않는 것으로 나타났다. 셋째, 경영자의 행위적 특성은 신뢰성, 리더쉽으로 구분하여 분석을 실시한 결과 행위적 특성은 리더쉽이 유의미한 영향을 미치는 것으로 나타났고, 신뢰성은 유의미한 영향을 미치지 않는 것으로 나타났다. 종합하면, 경영자의 특성이 경영성과에 부분적으로 유의미한 관계가 있는 것으로 나타났고, 특히 경영자의 성취욕구, 관리자의 역량, 리더쉽이 경영성과에 중요한 영향요인임을 확인하였다. 이는 성취욕구가 강한 경영자일수록 새로운 시장을 개척하고자 하는 욕구가 높은 만큼 보다 전문적이고 고도화된 시장에 빠르게 적응할 수 있으며, 사내교육을 통해 기업의 목표와 직원들의 성향을 파악하여 적재적소에 직원을 배치하거나 경영자의 확고한 경영이념을 바탕으로 직원과의 원활한 의사소통을 이루어냄으로써 중소기업의 경영성과를 긍정적으로 향상시킬 수 있음을 의미한다. 본 연구는 이 같은 관점에서 광주전남지역의 중소기업 경영자들을 위한 관리적 시사점을 제안하고, 연구한계 및 향후 연구방향을 제시하였다. This study investigated the effects of managers’ characteristics on business performance among managers and workers in Gwangju City and Jeollanamdo. Based on earlier research, characteristics of managers were divided into psychological characteristics, competency characteristics, and behavioral characteristics, and, as financial or non-financial business performance, sales, rate of operating profits, cash flow, market share, quality, and customer satisfaction were taken into account. To empirically discuss the relationship between manager characteristics and business results, this study proposed a research model and hypothesis and finally analyzed 142 copies of questionnaire. The data were processed by using SPSS 23 based on correlation analysis and multiple regression analysis. The results were as follows: First, in the analysis of psychological characteristics of managers that were divided into need for achievement and risk-taking tendency, need for achievement had significant effects on the psychological characteristics while risk-taking tendency did not have significant effects. Second, in the analysis of competency characteristics of managers that were divided into professional knowledge and manager competencies, manager competency had significant effects on manager characteristics while professional knowledge did not have significant effects. Third, in the analysis of behavioral characteristics of managers that were divided into reliability and leadership, leadership had significant effects on behavioral characteristics while reliability did not have significant effects. In conclusion, managers’ characteristics had partially significant relationship with business performance and, especially, the need for achievement, competency, and leadership of managers had important effects on business performance. The findings suggest managers with strong need for achievement have a higher level of desire to open a new market and, therefore, can adapt to more specialized and sophisticated markets and improve business performance of small and medium businesses by understanding the company goals and employee characteristics and assigning them to appropriate positions as well as using effective communication with employees based on clear management philosophy. This study proposed managerial implications for managers of small and medium businesses based on Gwangju city and Jeollanamdo, research limitations, and direction for future research.

전남지역 의료기관의 경영성과 영향요인에 관한 실증 연구 : 고객지향성의 매개효과 검증

김번웅 조선대학교 경영대학원 2011 국내석사

의료기관의 환경의 급격한 변화와 의료기관간 경쟁 심화에 따른 21세기 병원경영 전략은 병원내부역량을 높이고 조직구조를 고객지향성에 초점을 두고 경영성과를 달성하는데 역량을 집중하고 있다. 따라서 역량과 조직성과 간의 관계에서 중요한 것은 조직구조를 서비스업체에 적합한 고객지향적인 조직으로 전환하는 데 있다. 본 연구에서는 경영성과를 높이기 위한 의료기관의 경영전략을 수립하는데 있어 의료기관의의 내부역량이 조직적 차원에서 시행되는 종업원차원에서 나타나게 되는 종업원 고객지향성에 미치는 영향과 이러한 변수가 의료기관의 경영성과에 어떻게 영향을 미치는가를 살펴보았다. 본 연구의 분석결과를 요약하면 다음과 같다. 첫째, 의료기관의 역량과 경영성과의 관계에서 의료기관의 역량은 의료기술자원역량, 관리혁신역량 순으로 경영성과에 정(+)의 유의한 영향을 미치는 것으로 나타났다. 이는 자원은 경쟁우위의 원칙으로서 조직의 핵심역량이 된 다음 전략에 영향을 미치며(Diericks and Cool, 1989), 결국에는 조직의 성과에 영향을 미친다는 기존의 연구(Grant, 1991)와 일치하는 것으로 나타났다. 이외의 다른 역량요인은 고객지향성의 매개를 통하여 간접적으로 유의한 영향을 미치는 것으로 나타났다. 즉, 인적자원 역량, 의료기술자원 역량, 경영관리 혁신능력은 고객지향성을 매개로 경영성과에 정(+)의 유의한 영향을 미치고 있음이 확인되었다. 이러한 결과는 Porter(1985), Barney(1995) 등의 주장처럼 의료산업에서도 역량은 직접지원역량과 간접지원역량으로 구성되어 있음을 시사해 주고 있다. 또한 Hitt and Ireland(1984), Conant et al.(1990), 최이규, 이수형(2001) 등의 기업을 대상으로 한 연구 및 권성탁(2004)의 연구와 동일하게 병원역량이 높을수록 경영성과가 높음을 알 수 있다. 따라서 병원에서 지속가능 경쟁우위를 확보하기 위해서는 환경의 변화를 고려한 역동적인 역량이 중요하다. 이는 지식경영이나 학습조직이라는 관점에서 병원이 필요로 하는 역량이 무엇인가에 대해 최고경영층부터 일반종업원에 이르기까지 전사적인 참여와 노력을 통해 개발되고 관리되어야 함을 시사한다. 둘째, 의료기관 역량과 고객지향성과의 관계에서 의료역량은 인적자원 역량, 관리혁신자원 역량 순으로 고객지향성에 정(+)의 유의한 영향을 미치는 것으로 나타났다. 즉, 의료기관의 역량의 인적자원 역량이 구성원의 고객지향성을 향상 시키는데 크게 영향을 미치고 있음을 말한다. 이는 전문의사의 역량과 직원의 만족도 및 전문성 그리고 상호협력적 노사관계 등의 인적자원 역량을 통해 구성원의 고객지향성을 강화하여 고객을 이해하고, 고객가치를 창출하고, 강력한 고객관계를 구축 할 수 있음을 의미한다. 따라서 고객과 기업 간의 관계품질의 주요선행변수는 관계혜택 및 고객가치이고 관계품질의 주요결과변수는 고객충성도(Palmatier, Dant, Grewal & Evans, 2006)라는 점에서 조직역량을 서비스업체에 적합한 서비스지향적이고 고객지향적인 조직으로 자원을 조달, 개발, 배분함으로써 기업과 고객 사이의 장기적 관계 구축을 유도하거나 유지하여 지속적인 경쟁우위를 확보할 필요가 있다. 셋째, 의료기술자원역량은 고객지향성에 유의한 정(-)의 영향을 미치는 것으로 나타났다. 설문 내용을 살펴보면 의료기술의 선진화 정도, 신규 의료서비스 개발/도입, 특별한 의료기술/노하우, 의료 질 관리능력 등으로 이루어졌다. 이는 의료분야도 기술 분야이기 때문에 종업원(간호사 등)이 새로운 의료 기술 수용 의지가 있는지 살펴볼 필요가 있다. 기술수용의지는 새로운 기술을 배우고 직무환경에 통합하는 과정에서 개인이 새로운 기술사용 방법을 습득하기 위해 투자하는 육체적 또는 정신적 노력의 정도를 의미한다(Ranarajan et al, 2005). 기술수용의지는 기술사용자체의 편이성 및 용이성을 결정하는 중요한 요인 중 하나로 여러 학문 분야에서 논의되고 있다. 연구에 따르면 기술수요의지는 구성원이 새로운 기술을 인식하고 기술사용으로 인해 발생되는 성과에 영향을 미칠 수 있는 것으로 보고 된다(Brown & Perterson, 1994). 기술 수용의지는 기술을 이용하고 업무에 적용하는 과정에서 핵심적 요소를 이해하고, 그것을 어떻게 적용시킬 것인가와 밀접한 관계를 가지게 되며, 역할 관련 스트레스 요인을 높이는 것으로 보고된다(Kahnemann, 1973). 이러한 선행연구를 바탕으로 새로운 의료기술은 종업원에 스트레스를 발생시켜 고객지향성에 부정적인 영향을 미칠 것으로 추측할 수 있다. 넷째, 고객지향성과 경영성과의 관계에서 고객지향성은 경영성과에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 즉, 병원의 고객, 환자들은 서비스 제공시점에서 종업원들의 태도와 행동에 따라 재 구매, 긍정적인 구전을 보임으로써 병원의 성장에 중요한 영향력을 끼치고 있음을 알 수 있다(박성엽, 1997; 최기선, 2000). 이는 또한 서성한 등(2001)의 연구에서 의료기관 내부구성원의 고객지향성이 고객만족에 긍정적인 영향을 미친다는 연구결과와 김상철과 이현수(2002)의 연구에서 의료기관 내부구성원의 고객지향성이 운영성과에 긍정적인 영향을 미치고 있다고 보고한 연구결과와도 일치한다. 이는 의료기관에서 고객을 최우선으로 하는 서비스를 제공하기 위해 내부고객의 만족이 우선시되어야 하며 이러한 내부고객 만족이 곧바로 의료기관의 성장으로 이어질 수 있다는 사실을 보여주고 있다(Deshpande 등, 1993; Hauser 등, 1996; Saxe와 Weitz, 1982; Zeithaml과 Bitner, 1997). 특히 대표적인 인적 서비스라고 할 수 있는 의료서비스의 특성 상 서비스 접점 직원인 의사와 간호사의 서비스 수행능력이 서비스품질과 고객만족에 가장 중요한 요소로 작용하는 만큼 내부고객 만족을 통한 외부 고객만족을 강화시키는 전략을 수립해 나갈 필요가 있다.

기업의 안전경영활동이 경영성과에 미치는 영향에 관한 연구 : K기업을 중심으로

조창열 조선대학교 경영대학원 2006 국내석사

Recently, various types of industrial disasters have been rapidly appearing in Korea. They may cause many losses in business performance such as productivity and quality etc. Therefore, many companies have been developing various safety management activities to reduce the losses. This study introduces various safety management activities effecting on business performance based on K company. To promote the business performance of the K company, we analyse the financial reports from 2001 to 2005. Also we introduced the various types of losses by industrial disasters, calculated industrial disasters losses of K company. This study reveals the significance of safety management activities in business performance and how much they improve business performance by the safety management activities. We analysed the fundamental causes of industrial disasters and proposed the solution. This study can be validated as the guideline to give a solution to a new safety management trial.

고성과 인적자원관리시스템이 은행의 경영성과에 미치는 영향 : 고객지향성의 매개효과 검증

최성환 조선대학교 경영대학원 2020 국내석사

다양한 연수프로그램은 은행원의 고객지향성과 경영성과에 유의한 영향을 미치는 것으로 확인됨 성과 연동형 보상은 은행원의 고객지향성과 경영성과에 긍정적인 영향을 미치는 것으로 확인됨 본 연구결과를 토대로 고성과 인적자원요소 관리시스템의 실행과 더불어 은행원이 업무를 수행하는 과정에서 구성원들에게 다양한 연수프로그램과 성과연동형 보상제도를 실행함으로써 은행원의 고객지향성을 높이고 은행의 경영성과를 높일 수있으며 이는 결국 은행의 경쟁력을 향상시키는데 중요한 역할을 할 것으로 사료됨 On management strategies for the survival of companies that can respond well to changes in the economic environment, domestic and other interested in a situation where the business environment is changing rapidly, is very high. Bankers High-Performance Human Resouce Management needs and changes in the competitive environment in order to survive with the rapid increase in demand to open new market space to create a new management strategy to dominate this market, creating products and services for consumer values ​​and corporate values. Also this study defined components of the system based on existing studies and experimentally analysed relations between predisposing factors that have effects the system and the effects on perfomance. For the analysis, this study surveyed present using a questionnaire.

建設業에서의 國際品質規格 活用方案에 關한 硏究 : 光州ㆍ全南 中小建設業體를 中心으로

김순 朝鮮大學校 經營大學院 2003 국내석사

ISO 9000 국제품질경영시스템은 부실시공방지 및 세계화 시대에 국가경쟁력 강화를 위하여 1990년대 중반부터 국내 건설업체에 도입되었다. 그러나 도입과정에서 ISO 9000 인증 제도를 회사의 품질시스템 구축 및 품질 향상을 위하기보다는 입찰제도의 가점을 위하여 시스템 수립과정의 충분한 준비 없이 인증서 획득에만 급급하였고, 아직까지 많은 건설업체에서 품질경영시스템이 완전하게 정착하지 못한 단계에서 ISO 9000:1994년 규격이 ISO 9000:2000년 규격으로 개정됨에 따라 모든 업체에서는 2003년 12월 14일까지 인증을 전환해야 하며, 개정 규격에 따라 프로세스 중심으로 새로운 절차를 수립하여야 한다. 이는 건설업에서의 ISO 9000의 필요성과 경영성과에 대한 의문에 새로운 계기를 부여하고 있다. 이에 본 연구에서는 광주전남지역의 중소규모 건설업체에서 ISO 9000 국제품질인증시스템 인증동기, 도입성과, 문제점 및 개선방안 등을 살펴보고, 변화해 가는 환경에 맞는 효율적인 ISO 9000 품질경영시스템 활용방안을 제시하고자 한다. 본 연구의 방법은 ISO 9000에 대한 이론적 조사와 함께 광주전남지역 중소건설업체 중 ISO 9000 인증획득 업체 52곳을 대상으로 설문조사를 실시하였고, 이의 분석을 통해 활용방안을 제시하였다. 연구결과 첫째, ISO 9000의 인증동기는 PQ심사시 가점 48.1%,상위조직의 요구 5.8%로 사내 품질경영시스템수립 34.6%보다 소극적인 동기가 더 높게 나타났으며, 둘째, ISO 인증유지의 가장 큰 애로점은 전종업원의 이해와 참여, 실행의지 부족 46%, 최고경영자 및 경영진의 관심부족 21.2%로 전반적으로 ISO 업무담당자를 위주로 시스템이 실행되고 있는 것으로 나타났으며, 셋째, ISO 인증취득 후 경영성과는 고객으로부터의 신뢰도 향상 및 기업이미지 제고에 대한 도움이 가장 크게 나타났으며, 넷째, ISO 인증취득 후 문제점으로는 품질담당에 대한 인력확보문제와 인증취득 후 관심소홀로 인증유지만 하려는 경향으로 나타났으며, 다섯째, ISO 인증취득 후 개선방안으로 정부입찰제도상의 인증에 대한 가점부활 항목이 가장 높게 나타났다. 위 문제점들을 중심으로 다음 몇가지의 활용방안을 제시하였다. 첫째, 전 직원의 참여와 최고 경영진의 적극적인 지원 필요 둘째, 구축된 ISO 9000 품질경영시스템의 실행 및 개선 셋째, 원가절감 및 품질비용절감 등 재무제표상의 가시적 성과로 연결 넷째, 인증기관의 관리감독 강화로 인증기관의 신뢰도 향상 다섯째, 건설분야 전문규격 도입 ISO 9000 품질경영시스템의 적극적 활용은 ISO 9000:2000년 품질요구사항 본질에 대한 충실한 시스템 수립과 실행, 지속적 개선으로 경영의 효과성과 효율성을 높이고, 품질·원가·납기·안전·환경 등 경영의 전략적 목표를 달성하는 수단으로서 거듭나며, 나아가 기업의 사회적 윤리경영의 과제를 실현하는 제도로서 변화하여야 하겠다. IS0 2000, one of the international quality management systems was introduced into domestic construction industry in mid 1990's in order to prevent the unsystematic construction practices and to reinforce national competitiveness in the global age. However, local construction companies were not intended to establish the quality system as desirable nor to improve their quality through the IS0 9000 certification system, but just hurried to obtain the certificate in the establishment process by getting better scores in th bidding efforts, namely, without sufficient preparation. While quality management system had yet to settle down in most of the construction companies, IS0 9000: 1994 standard was amended to IS0 9000:2000 standard. As such, all companies should convert to new standard at least by december 14, 2003, and should establish new processes according to the new standards focusing more on the process. This change gives rise to a doubt on the necessary of IS0 9000 and management performances in local construction companies. In this regard, this study aims to examine the motive, results of introduction, and improvement plans for IS0 9000 International Quality Certification System at small and medium-sized construction companies in Gwangju and Jeonnam province, and further to present the effective utilization plans of IS0 9000 Quality Management System, suitable to changing environments. As for the method of the study, questionnaire was administered to 52 companies that had already obtained IS0 9000 certificate among the small and medium-sized construction companies in Gwangju and Jeonnam province, in addition to theoretical reviews on IS0 9000. The utilization plans were suggested on the basis of the analysis of study as following. First, as for the motive of IS0 9000 certificate, addition of scores for PQ inspection in bidding process, recorded 48.1%, followed by the requests of upper organization with 5.8%, and establishment of in-house quality management system with 34.6%, showing the highest in passive motive. Second, concerning the biggest difficulty in retaining IS0 certificate, lack of understanding, participation and will of all employees recorded 46.%, followed by lack of interest of CEO and executives with 21.2%, revealing that the system has been executed and focused on the persons in charge of IS0 task in general. Third, with regard to the management performance after acquisition of IS0 certificate, contribution to improving trust from customers and to enhancing corporate image recorded the highest percentage. Fourth, regarding the problem after acquisition of IS0 certificate, the problem of securing personnel in charge of quality and the trend of retaining certificate, due to lack of interest, was found to be high. Last but not least, when it comes to the improvement plan after acquisition of IS0 certificate, restoration of addition of points for certificate in government bidding system recorded the highest percentage. Based on the problems above, utilization plans can be presented as shown below. First, participation of all employees and active support of CEO are required. Second, execution and improvement of established IS0 9000 quality management system are needed. Third, connection to visual performance in financial statement such as cost saving and quality expense saving is requested. Fourth, enhancement of trust of certification method by reinforcing management and supervision of certification organization are wanting. Last, introduction of standards specialized for construction area is necessary. IS0 9000 quality management system should be actively utilized to establish and execute systems faithful to the intention of IS0 9000:2000 quality requirements, and to improve efficiency and effects of management with continuous improvement. Further, it should be reborn as a means of accomplishing strategic objectives of management including quality, cost, delivery deadline, safety, environment, and further changed to a system that can implement corporate mission of social and ethical management.

기업의 친환경경영을 위한 전략적 접근에 관한 연구 : 도요타와 유한킴벌리 사례를 중심으로

김현호 조선대학교 경영대학원 2008 국내석사

The increase of wealth by advance of industrialization based on mass production and mass consumption has resulted in not only positively the improvement of the standard of human life but also negatively the aggravation of the quality of life by environmental pollution since the Industrial Revolution. In particular, as environmental pollution has been serious from the middle of 20th century when industrialization and urbanization were progressed rapidly, the sympathy that management activity had to be promoted toward the harmony of economical development and environment started to be formed. Also as suffering the oil shock two times in 1970s, the worry, which not only the problem of environmental pollution but also exhaustion of natural resources would erase the abundance of economical living through expansive reproduction of industry, was spreaded. Accordingly the concept of preserving environment, using resources efficiently, and maintaining economical growth, namely sustainable development, was appeared. In United Nations Framework Convention on Climate Change, the concept of ‘sustainable development’ was presented as “Environmentally Sound & Sustainable Development(ESSD)”. That is to say, it means the development that premises the continuance of environmentally healthy condition is more important than premising the economical sustainable. Particularly as various environment conventions including control of trade were contracted to preserving environment, and various trade-political means were applied to achieve environmental goal, the necessity for the harmony between two parties by producing friction between environment and trade was proposed. Now environment-friendly management of Korean companies are beyond the stage of inducement, many companies recognize this as an important strategy, but it is still on insignificant level as compared to global company. Global companies recognize the necessity of environment-friendly management before the fact, apply this to corporate activity aggressively, and expand aggressive activity to connect the raise of corporate image through this with profits of corporate. Some companies such as Toyota, which recognizes environmental technology as the kernel of technology to lead automobile industry and promotes the countermeasure against environmental control and environment-friendly management, and Yuhan-Kimberly which won the grand prize of the first 'sustainable management prize‘ hosted by KRIMA in 2006, are promoting environment-friendly management in various ways and strategies. According to this, this study suggests that a company constructs environment-friendly management system in a very natural way, and then can raise sustainable profit earning and corporate value by preventing and solving environmental risk that a company can be placed before the fact when a company pursues environment-friendly management through home and foreign examples introduced in this study, improves the corporate competitiveness by contributing to the protection of environment through the environmental conservation activity, and makes an effort together to solve environmental problems with all of the interested parties including consumers. However, all of companies must promote the strategy of environment-friendly management with considering following things when establishing it because under any conditions environmental results doesn't have positive influence on management results. First, a company needs to consider the situation that corporate is placed such as the characteristics of present market, the characteristics of products and industry, and the characteristics of corporate's productive structure or financial structure to establish the strategy of environment-friendly management. Second, environment-friendly management centered on environmental results is required. Most of environment-friendly management are only for one time such as the certification of environmental management system, and frequently it is not just more than slogan. This environmental activity has higher possibility to remain as the expenses of company, because actually it can show the environmental results of company, so consumer or environmental regulatory agency cannot be expected about preference effect of products and improvement of relations, and then it cannot be continued to management results. So environment-friendly management, which can show the quantitative improvement of environmental results on the basis of the systems such as environmental result management system or development of environmental report, must be accomplished. Third, it is very important for a company to practice various environment-friendly managements to reduce the environmental expenses and risk for the strengthening of competitiveness and differentiation of company. A corporate constructs environment-friendly system such as environment-friendly products, environment-friendly management ecology plant, environment-friendly management waste, environment-friendly management corporate image which can increase the results of corporate with reducing environmental pollution as a company promotes. Under the present conditions that environmental problems are recognized as a problem of human survival, now a company needs the change of the new paradigm from the production-oriented growth to the growth considering environment, and must encounter with long-term and synthetic viewpoint by breaking from the method that encountered environmental problems with symptomatic treatment. Also a company must make environment-friendly management products with contenting the consumer's demand, make profits by opening a new field that doesn't originate environmental pollution, solve environmental problems on the spontaneous and pacesetting position such as protecting pollution source with aggressive the environmental investment in principle, developing actively the environmental conservation campaign with local residents together. Therefore now the management philosophy of enterpriser must be worked out as the environmental-minded corporate image, and company must understand that environment-friendly management of today is an indispensible condition for sustainable survival of all of interested parties including the parties to company, not an option any more.

한국 자동차 기업의 조직문화 관리방안에 관한 사례연구

서성철 조선대학교 경영대학원 2017 국내석사

ABSTRACT A Case Study on the Organizational Culture Management Plan of Korea Motors Company Seong-cheol Seo Advisor : prof. Jong-rok Yoon, Ph.D. Department of Business Adminstration Graduate School of Chosun University The human has the unique character. Like this, organizations and companies have an unique characters too. Especially in case of companies, we call it the enterprise culture. The enterprise culture is important to understand its company and organization. So, it is essential that an enterpriser importantly consider their types or characters of the enterprise culture when a company accepts or implements new policies to increase their profit or revenue. Implementing new policies are required to view range of organizations and tempo, because there are various enterprise cultures and levels. In other words, it is really necessary for enterprisers to understand enterprise cultures precisely when taking policies in order to get their goal. This study is going to research the significance of an enterprise culture and how K motors establish an stable enterprise culture. We also look into success of business performance of K motors. After merging with Hyundai motors, K motors faced up to losing their own enterprise culture and workers were losing their motivation gradually. New CEO comes to K motors, and then he made various efforts to take enterprise culture newly. First above all, he did the design managements and started to make the identity of K motors's Design. That was first try among domestic motor companies. K motors design managements is consist of 3 parts of strategy. 1) Top manager of design department has all authorities about motor design. So. K motors design teams and organizations were getting stronger. Identity of K motors design were getting differentiation. 2) K motors has made their grille being like tiger nose and mouse. That makes what K motors design is. It means K motors has unique design. It is successful that K motors Management Philosophy come true by making family look and consistency 3) K motors has success to take their own design management philosophy. Also it consistently adheres to changing an enterprise culture and to creative thinking. It was basis of K motors success in international automobile market. Secondly, New Kia has done 4 projects. Encouraging communication (DOC : Design Our Communication). Inspiring working(DOF : Design Our Feeling). Making team creating synergy (DOT : Design Our Team). Improving ability(DOW : Design Our Work).These efforts I mentioned made K motors new enterprise culture. K motors turnaround. Their workers are fully satisfied with their cultures. These case said that empowerment and activating organization are important although members of organization received various compensation and assistant.

株主總會制度에 관한 考察 : 소수주주의 감시기능 강화와 관련된 문제해결을 중심으로

진준영 조선대학교 경영대학원 2021 국내석사

Change in governance structure of joint stock company is getting more complex and diversified together with internationalization of capital market. In other words, expectations on the role of each organ designed in existing joint stock company legal regime are confronting new change in legal·practical operation level, as change in perspectives are required on the dimension of securing corporate transparency and soundness, due to the diversification of stakeholders. This means that the conceptual perception on shareholders as substantial owner of corporates is confronting realistic change, as development, issuance and expansion of other class of shares, other class of bonds worked as the trigger for legislation of law on creditor protection (the Commercial Code Article 480-2 to 512, Japanese·Company act Article 702 to 742) and such laws are continuously adopted and expanded into the Commercial Code. In other words, traditional concept of deeming General Shareholders' Meeting as the substantial highest organ of a company shows the phenomenon of weakening. The audit function of surveillance·supervision on the management weakened, or even audit is disappearing. New legislation rather anticipates the function of auditor from General Shareholders' Meeting. Accordingly, the phenomenon occurred where basic system, structure, concept and theory on joint stock company are weakening. Regarding these, there is a view that, while acknowledging such facts and phenomenon, such phenomenon has originated from surveillance on managerial bodies ·non-function of supervisory body within existing joint stock company law regime, which naturally occurred in the course of system improvement according to the needs of the era. On reflection, as minority shareholders other than controlling shareholder are positioned at the top of all systems related to managerial surveillance in the General Shareholders' Meeting, minority shareholder rights were legislated in expectation of minority shareholders’role theory and then on strengthening trend uniformly in the course of judicial improvement so far. In case of large corporations, considering the trend that, despite of rather small shareholding held by major shareholder(controlling shareholder) out of total number of shares issued, and despite of the fact that institutional investors have rather more holdings and may have more influence, major shareholder(controlling shareholder) tend to show exercising arbitrary discretion in management, the legal system of strengthening minority shareholder rights may warrant expectations on the effect thereof. Meanwhile, in case of small and medium enterprises with stronger governance power by major shareholder due to substantial owner management, expectation on minority shareholders would be too much in reality. Therefore in case of small and medium enterprises, it would be the realistic and desirable legislation policy to have expectations on creditors’ role theory rather than minority shareholder's role theory. Currently in Korean legal regime, bondholders’ meeting etc can be established only in case relevant company issues corporate bond. Hence as the supplementary measure, the opinion was raised that introduction of Japanese accounting participation system needs to be considered. Considering on Korean legislation enhancement, especially in case of SME legislation, the contents are regarded as far from the reality of SMEs and support to the above view cannot be avoided. From a viewpoint on managerial surveillance system of small to mid sized joint stock company, legislator could not rely on expectation upon auditor in preceding legal regime and hence had no choice other than rely expectations on minority shareholders, hence he might had no choice other than such legislation. However, legislators should have devised any supplementary measures which would reinforce the surveillance right which might be anticipated otherwise. Nevertheless in case of small sized joint stock company, legislation resulted in removal of existing auditor system without any supplementary measures, and there is no excuse from the critics on such result. Accordingly this study starts from overall review on the legal regime on managerial surveillance system by minority shareholders who are at the top of audit system in joint stock company. Regarding shareholder proposal right which has been adopted to reinforce minority shareholder right in large joint stock company, empirical problems are identified and interpreted through Japanese legal precedents and directions are presented to establish system stabilization measures and method. Especially this study sounds out whether it would be possible to supplement surveillance function by mandating creditors of small joint stock company to perform surveillance function, and concurrently whether adoption of other system would enhance minority shareholders’ surveillance function or efficacy of creditors’surveillance function. As such, this study presents the supplements to the problems in revised Commercial Code dated May 28, 2009 again, and try to present 주식회사의 지배구조 변화는 자본시장의 국제화와 함께 더욱 복잡·다양화되어 가고 있다. 즉, 기존에 존재하던 주식회사 법제에 설계되어 있던 각 기관의 역할에 대한 기대가 기업의 투명성 및 건전성 확보라는 차원과 이해관계인의 다양화로 인해 그 관점의 변화가 요구됨에 따라 법률적·실무적 운영 차원에서 새로운 변화를 맞고 있다는 것이다. 이는 관념적으로 기업의 실소유주로 보았던 주주의 인식이 종류주식, 종류사채의 개발, 발행, 확산으로 인해 채권자보호에 관한 법률(상법 제480조의2 내지 제512조, 일·회사법 제702조 내지 742조)을 마련하는 계기가 되었고, 그러한 법률이 계속적으로 상법에 도입 및 확산되어 감에 따라 현실적인 변화를 맞고 있다는 것이기도 하다. 바꾸어 말하면 회사의 실질적인 최고기관은 주주총회라고 보는 전통적인 개념이 흔들리고 있는 현상이 보여지고 있으며, 경영진을 감시·감독을 하는 감사기능은 약화되고 심지어는 감사자체가 사라지고 있는가 하면 오히려 기존 감사의 역할을 주주총회에 기대하게 하는 법제까지 만들어지면서 주식회사의 기본적인 체제, 구조, 개념, 이론마저 뒤흔들리는 현상마저 초래되고 있다. 이에 대해 그러한 사실과 현상을 인정하면서도 이는 기존의 주식회사 법제에서 경영기관에 대한 감시·감독기관의 무기능에서 비롯된 것으로 시대적 요구에 의해 제도개선을 추진해 가는 중에 자연스럽게 나타나게 된 현상이라고 보는 견해도 있다. 생각해 보면, 주주총회에서 지배주주를 제외한 소수주주는 경영감시와 관련되어 있는 모든 제도의 정점에 위치하고 있으므로 지금까지의 법제개선에 있어서는 소수주주의 역할론에 기대하여 소수주주권을 법제하고 이후에는 강화하는 추세로 일괄되어 왔던 것이 사실인데, 1998년 개정상법에서는 소수주주의 감사권한을 강화하기 위해 소수주주권의 행사요건을 대폭 완화하는 조치가 이루어졌다(서성호,「최신기업법강론」무역경영사, 329면(2015년). 소수주주권 강화법제는 대기업의 경우에는 대주주(지배주주)가 가지고 있는 주식의 소유분은 발행주식 총수 전체에서 볼 때 그다지 크지 않고 오히려 기관투자자들의 소유분이 더 큼에 따라 영향력이 더 클 수 있다. 그럼에도 불구하고 대주주(지배주주)가 경영권을 제 마음대로 하게 되는 경향이 나타나고 있음을 보았을 때 그 효과에 기대가 클 수 있는 반면에 실질적으로 오너경영으로 대주주의 지배력이 더 큰 중소기업의 경우에는 소수주주에 기대하는 것 자체가 현실적으로 무리일 수 있을 것이다. 그러므로 중·소기업의 경우는 오히려 소수주주에 기대하기보다는 채권자 역할론에 기대함이 현실적이고 바람직스러운 입법정책이라 할 수 있을 것인데, 현재 우리법제에 있어서는 채권자집회 등은 당해 회사가 사채를 발행하는 경우에 한하여 설치될 수 있는 형태로 되어 있기 때문에 그 보완책으로 일본의 회계참여제도의 도입을 고려해 볼 필요가 있다는 견해 서성호,“소수주주의 경영감시기능강화를 위한 법제의 총체적고찰”⌜상사판례연구(제29집 제3권)⌟한국상사판례학회 2면(2016년). 가 제기되고도 있는데, 우리의 법제개선을 보면 특히 중소기업의 법제개선(2009년 5월 28일의 상법개정으로 인해 중·소규모 주식회사는 사실상 경영감시체제가 존재하지 않게 되었다는 것)에 있어서는 그 내용이 중소기업의 현실과 매우 동떨어져 있다는 생각을 하게 되기 때문에 상술한 견해에 지지를 보내지 않을 수 없다. 한편으로 위와 같은 법제개선에 대한 입법자의 의도가 중·소규모로 운영되고 있는 주식회사의 경영감시체제에 있어서는 이전의 법제에서 감사에 기대할 수가 없었기에 소수주주들에게 기대할 수밖에 없었고 따라서 그리 만들었던 것이라고 하더라도, 오히려 감사에 기대할 수 있는 감시권의 강화효과를 낼 수 있는 어떠한 보완책을 더 강구했어야 한다고 생각된다. 그럼에도 불구하고 소규모주식회사에 대해서는 아무런 보완책 없이 기존 감사제도마저 없애버리는 법제로 만들고 말았으므로 결과적으로 그것에 대한 비판에서는 자유로울 수 없다. 그러므로 본 논문에서는 ⌜주주총회제도에 관한 고찰⌟이란 대주제를 설정하고 소수주주의 감시기능 강화와 관련된 문제해결에 포커스를 맞추어 연구를 진행해 보고자 하는 것이다.

농업경영 컨설팅의 효율적 운영방안 연구

양덕승 조선대학교 경영대학원 2006 국내석사

Management has also become a key factor for agriculture. In a global world, the survival of the fittest can only be alive in agriculture competing in an open market. Government has started to introduce private professional consulting to agriculture as a part of countermeasure. The time when the consulting has started in full- scale was year 1995 when bench marking and goal management system were reviewed to be introduced for agriculture management's renovation. With this background, facilitated gardening and total fund support system in livestock industry were introduced and with these support, agriculture management consulting has been done so far. The problems of agriculture management consulting are as bellows. Firstly, farmhouses focus on how they can have more profit doing farming, but consulting companies more focus on technical part such as accounts management, disease management than profit growing. Secondly, we don't have big sized consulting companies in Korea involving in public interest programs to protect nation's agriculture, but only small consulting companies are running their business focusing more on their own profit. Thirdly, there is not responsibility for consulting company on their consulting and, moreover, there is not feedback system in jurisdiction administrative organization. In addition, generally agriculture consulting is attached too much to specific field like livestock industry, and due to the difficulty of management evaluation by farmhouses, there is a limit for practical consulting. Fourthly, irregular execution and low quality of consulting happen due to mutual consent among agriculture consulting companies. The improvement ways for effective agriculture management consulting are as follows. Firstly, we needto attempt to improve the quality of consulting by rearing excellent consulting companies. We should authenticate appropriate consulting companies by evaluating them with their degree of professional human resources and consulting facility aids. Business registration should be obligated and public subscription targeting consulting companies with some degree of professional human resource should be done. In addition, applied companies should be evaluated in absolute evaluation by consulting authentication committee and only the ones with specific scores can be authenticated. These consulting companies should be tested their achievement later on so that they can be decided whether they can be authenticated continuously or not. Secondly, we need to strengthen standards to select consulting farmhouse and systemized it. Farmhouses wanting to have consulting should write which kinds of consulting they need, and then authentication committee should evaluate those proposals with examination team organized by relevant professional public servants. In order to have sizable consulting farm, targeted farm should be limited above some degree. To choose a farmhouse appropriate to local and item, selecting priority should be abolished and use it only as reference. Thirdly, after-management should be strengthened towards consulted farmhouse. In order to do so, local autonomous entity and farmer group should together conduct after-examination on a regular basis. When a farmhouse does not follow consulting result well,there should be some prevention method to warn them about their moral looseness. Fourthly, the items of consulting support should be extended to prepare agriculture environment change. Fifthly, there should be support fund amount standard according to items, business sizes and consulting contents. Sixthly, specified consulting organization should be formed within an agricultural research center to improve agriculture technical consulting and to offer graduated payment (about half) for research target farmhouse to lead budget decrease. Seventhly, when deciding a consulting target farmhouse, it will be more effective to reflect the group's opinion in terms of the item with its own group. Eighthly, local autonomous entity should select consulting applying candidates and consulting companies with groups by items (self-organized group, corporation, villages etc.) can be given priority and individual would be less prioritized. Ninthly, agriculture management diary and expenditure breakdown should be published or computerized and then distributed so that management record or consulting record can be written obligatorily. Tenthly, agriculture research organization among government's investmen organizations should conduct consulting by fields and it should be systemized and also reflect the results to a policy. Eleventhly, best consulting company should write incentive part when they make a contract with a selected farmhouseso that they can have incentive when they achieve above some degree. Twelfth, government should support to establish new consulting companies thatare able to conduct national programs with more budgets. Thirteenth, cyber consulting by fields should be done. Cyber consulting should be offered by big research center and every farmhouse that wants to use it should be able to access to it. Fourteenth, expected consulting companies should prepare standard test form and only companies under some level should be able to get consulting. Fifteenth, we need to train professional agricultural consultants with capacity and effective eyes on relevant information.