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이재규(Jae Kyoo Lee) 한국국제경영학회 2000 國際經營硏究 Vol.11 No.2
This study is about to analyse and research Finnish Competitiveness, find its implications, and pursue what to learn from the research results, in the era of glocalization. There is a lot of similarity between Korea and Finland, i.e., ruled by neighbor powers, lack of natural resources, and high role of human resources to economic development. Both countries could not help going abroad and opening their markets because of small domestic markets. Until quite recently both countries have increased the amount of input in terms of capital and labor to enhance economic growth, but it sometimes ended with over-investments and foreign exchange crises in results. Finland has raised her competitiveness from 1995 onwards. Among other things, result oriented culture of central and local government underlay the improvement of the competitiveness, against the belief that result oriented culture did not apply except private sector. Finland established many PPPs(Private Public Parterships) in cooperation with central government, local government, other public sectors, and enterprises to utilize Finnish resources. Science Parks were the most visible examples of PPP. And even Science Parks were managed effcicently by themselves, and let bottomlines be measured by others. There are many other lessons to learn from the Finnish experience.
이재규(Jae Kyoo Lee),조영대(Yeung Dae Cho) 한국경영학회 1994 經營學硏究 Vol.23 No.3
특정직무와 직무담당자인 개인사이의 유기적인 적합을 통해 작업자의 내재적 동기를 높이고 직무만족수준을 높이려는 노력은 오래전부터 있어 왔다. 그러나 직무만족향상에 관한 기존연구들은 직무와 개인사이의 적합관계유지보다는 임금, 작업환경, 그리고 직무 재설계 등과 같은 외재적 동기부여수단과 관련한 연구들이 일반적이었다. 본 연구는 직무특성과 구성원의 개인특성간의 관계를 분석하고 특정직무에 가장 적합한 개인특성의 존재유무를 파악하고, 직무적합성이 직무만족과 갈등관리방법에 어떤 영향을 미치는가 하는 것을 구명하려고 하였다. 조직행위론을 연구하는 것은 조직구성원의 행동을 예측하고 이를 조직의 목적에 적합하도록 이용하려는 것이다. 직무적합성이 오늘날 직무와 개인을 통합시키는데 있어서 중요한 개념으로 떠오른 이유는 직무재설계의 구조적 어려움, 과다한 교육훈련비 지출, 그리고 지출에 상응하는 효과성에 대한 懷疑 등으로 현실적 어려움을 안고 있기 때문이며, 또한 직무적합성 분석을 통해 특정직무에 적합한 작업자를 배치시킨 이후에 직무재설계와 사원재교육 등을 실시한다면 더욱 효과적일 수 있기 때문이다. 또한 조직에는 항상 갈등이 존재하며 기존갈등의 처리결과가 새로운 갈등을 발생시키게 된다. 갈등이 관리되어질 수 있다는 것은 갈등이란 초기의 잠재적 단계에서 성숙·종국의 단계로 이동해 가는 동태적인 사회과정이라는 의미를 함축하고 있으며, 뿐만아니라 갈등이 관리되어질 수 있다는 것은 갈등을 관련 당사자들에게는 물론이고 주위환경에 해서도 심각한 영향력을 미칠 수 있다는 것을 의미한다. 따라서 갈등관리의 주된 관심은 순기능을 증대시키고 역기능을 감소시키는 데 있는 것이다. 따라서 만약 직무적합성이 특정 갈등관리방법과 연결된다면 이는 조직갈등해소에 많은 도움이 될 수 있다. 본 연구는 직무의 성격이 비교적 분명하고, 설문지를 충분히 이해할 수 있을 만큼 교육수준이 높은 교사집단을 대상으로 하였는데, 경북지역에 근무하는 유치원·초·중등교사 406명을 대상으로 설문지를 배부·회수하였으며, 내적 신뢰도계수는 0.6이상으로 나타났으며 가설검증을 위해 χ²검정, 이항검정(Binominal Test), t 검정을 사용하였다. 그 결과 직무적합군교사가 유의수준 p<0.01에서 비적합군교사보다 직무만족수준이 높았으며, 또한 유의수준 p<0.01에서 직무적합군교사가 비적합군교사보다 갈등관리에 있어 적응방법을 선호하는 것으로 나타났다.
후레더릭 테일러와 피터 드러커의 경영사상에서의 生産的 硏究
이재규(Lee Jae Kyoo) 한국경영사학회 1999 經營史學 Vol.20 No.-
The most important, and indeed the truly unique, contribution of Management in the 20th century was the fifty-fold increase in the productivity of the Manual Worker in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of Knowledge Work and Knowledge Worker. The most valuable assets of a 20th century company was its production equipment. The most valuable asset of 21st century institution whether business or non-business will be its Knowledge Workers and their productivity. Work on the productivity of the knowledge worker has barely begun. In terms of actual work on knowledge worker productivity we are, in the year 2000, roughly where we were in the year 1900, a century ago, in terms of the productivity of the manual worker. But we already know infinitely more about the productivity of the knowledge worker than we did then about that of the manual worker. We even know a good many of the answers. But we also know the challenges to which we do not yet know the answers, and on which we need to go to work. There are several questions to study further. Management’s job is to preserve the assets of the institution in its care. What does this mean when the knowledge of the individual knowledge worker becomes an asset, and, in more and more cases, the main asset of an institution? What does this mean for personnel policy? What is needed to attract and to hold the highest producing knowledge workers? What is needed to increase their productivity and to convert their increased productivity into performance capacity for the organization? What does the emergence of the Knowledge Worker and of Knowledge-Worker Productivity mean for the governance of the corporation? What do they mean for the future and structure of the economic system? For with the emergence of pension funds and mutual funds as the owners of publicly-owned companies, power has shifted to these new owners, namely, knowledge workers and retired knowledge workers. But it is certain that the emergence of the Knowledge Worker and of the Knowledge-Worker’s productivity as key questions will, within a few decades, bring about fundamental changes in the very structure and nature of the economic system.
知識 社會的 觀点에서 再照明한 프레더릭 테일러의 生涯와 思想
Lee Jae Kyoo(李在奎) 한국경영사학회 1998 經營史學 Vol.17 No.-
Frederick W. Taylor was the founder of Scientific Management. But he was not only blamed by employers and craft unions in life, but also criticized by Human Relationists, Regulation Theory, and Reengineering School after death, because of misunderstanding about the nature and intentions of Scientific Management. Scientific Management was inevitably known as alienation and mechanization of human beings, and deprivation of labor. The real intention of Scientitic Management was to give decent money to workers and make them first class men through enhancing the labor productivity and to lower the burden of labor cost for employers in result. The new meaning of Scientific Management in the knowledge society is to increase knowledge(or knowledge worker’s) productivity through appling the knowledge to another knowledges to create new knowledge. To do so, we have to use work study and time study methods done in industrial society by Scientific Management School.