전략적 품질경영에 관한 고찰

유붕식 원광대학교 경영경제연구소 1998 경영경제연구 Vol.3 No.-

Downsizing과 Layoff, 그 현실과 문제점

유붕식 대한경영교육학회 2004 경영교육저널 Vol.4 No.-

인력감축을 중심으로 한 downsizing에 있어서도 근로시간 감축, 직무분할, 배치전환 등의 다양한 방법이 존재하지만 현실에 있어서는 많은 기업들이 layoff을 선호하고, 이 역시 구성원의 반응에 대한 분석과 대안이 부족한 가운데 추진된다는 것이다. Layoff은 조직관리에 있어서도 많은 영향을 미친다. downsizing은 기존 질서의 변화를 유발하는데 이는 구성원의 사기와 심리상태 및 성과에 직접적인 영향을 준다는 것이다. 따라서 Layoff은 신중하고 객관적인 절차를 통하여 공개적으로 추진되어야 할 것이다. 그러나 현실적으로는 효율성과 비용절감이라는 명분에서 일방적 발표나 절차에 의하여 추진되고 있다. 이러한 결과와 현상의 부정적 측면들이 지적되고 있는 것이며 역설적으로 downsizing과 layoff이 추구하는 생산성과 효율성 확보의 장애요인이 되고 있는 것이다. 이에 본 연구는 layoff을 중심으로 한 downsizing에 있어서의 현실과 문제점을 논의하고자 한다. Layoffs are done to save money. Unfortunately, they are usually a short term fix, detrimental to the company. So why do so many companies persist in using layoffs as a first choice for cutting costs, and what are some of the alternatives. CEO missed our numbers Sometimes things don't work out as forecast. Clients delay purchases. Suppliers raise prices. Competitors steal market share. Quarterly, at least in the US, companies have to face the forecasts they made. Public companies have to face Wall Street too. Investor don't like surprises. They don't value executives who miss their numbers. And they expect quick and strong action to addresses the issues. Unfortunately, the very pressure to take action quickly ultimately works against their own best interest. McKinley, et al point out in "Organizational downsizing : Constraining, cloning, learning" that "while downsizing has been viewed primarily as a cost reduction strategy, there is considerable evidence that downsizing does not reduce expenses as much as desired, and that sometimes expenses may actually increase. More than thirty years ago, James Lincoln warned that the costs of layoffs generally outweigh the payroll savings to be gained from them." Job cuts reduce performance. Companies contemplating layoffs need to consider more than just the hoped for cost savings from a layoff. They need to consider, and plan for, the less obvious effects. They need to consider the reduced morale and the reduced performance and innovation it will bring. They need to consider the reduced quality of the company's overall workforce that will result.

製紙工業의 品質管理와 今後의 課題

柳鵬植 圓光大學校 1976 論文集 Vol.10 No.-

The aim fo this surbey is to inquire into some Problems arising from quality control in paper products. The paper industry in our country is trying to extend exporting industry through the inner constitution in paper industry. The relative importance in pulp production should be given much more weight in view of materials supplies, keeping still weak point in its internal structure. The medium enterprises among a number of business are being operated much more than the large ones. A big difference is witnessed in the market competition in accordance with the kinds of paper. We are generally mentioned that market competition in medium enterprises used to tbe stronger than that of large ones. Even if Q.C.Circle activities were introduced and managed chiefly through the large enterprises, the medium enterprises are not attained to it yet, however. The employees are not likely to regard the quality consciousness as the important facts in any enterprise, but they should know how much important their woring activities are through management, adn should understand that they themselves have to contribute to the quality in order to accomplish A.C circle. To do so, it is necessary for the employers to give employees a kind of motivation to lead them to conserve and preserve quality maintenacnce and renovation. However, the analysis between the quality standardization and real conformance has showed very good results with the exception of printing paper. On the other hand, domestic paper enterprises should be taken some drastic measures to renovate framework of business, maintaining diversification and promoting exported industrialization. It # is quite neccessary that we should try to obtain pulp wood within and without our country. When considering the above facts mentioned, it is important for us to take more intense eforts to accomplish control for quality promotion through the structure of organizaiton.

工場 새마을 運動의 效率的인 促進方向 : 特히 QC 分任組活動의 運營方法을 中心으로

柳鵬植 圓光大學校 經營學會 1980 經營論叢 Vol.5 No.-

農産物 마아케팅의 戰略的 要素에 關한 實證的 分析 : 韓ㆍ中 比較 分析을 中心으로 with special reference to the comparative analysis in Korea and Taiwan

李成鐸,殷載基,鄭鎭守,朴載錄,柳鵬植 圓光大學校 1980 論文集 Vol.14 No.1

We have so far studied make the establishment of efficient marketing strategy model, through the functional and sectional comparison and analysis of farm products marketing in Korea and Taiwan. The following purposes to be analyzed are set up in order to match our facing request. 1. Consumers' demand must be efficiently reflected on production with practical study of price relation by which is made the change in structure of consumption and expenditure and in consumption pattern being backed up by economic growth. 2. The price fluctuation factors of agricultural products in marketing bottlenecks are to find out, by analyzing agricultural price and marketing channels on the lines of distribution. 3. Agricultural products must be distributed with minimum marketing costs and to stabilize sharp fluctuation of agricultural price by the innovation of marketing organizations and channels. 4. The purpose is set up to find out what structructures in marketing margins are main factors of the fluctuation of agricultural products price, by calculating costs and profits of marketing to each marketing channel. Through time series data (1962-1977) on the comparison of consumption structure between Korea and Taiwan, the following facts were found out; 1. In expenditures, items of urban house hold such as food expenditures hold the first place and these food expenditures show a decreasing tendency. 2. It was found out that manipulation in distribution of main farm products has caused a sharp fluctuation of price. Especialy, the fact that the rising rate of agricultural prices are higher than the total wholesale price index, and is directly linked with gain and loss of products and consumers. In view of the results that go with marketing bottlenecks, the agricultural price index has continually been higher than the wholesale price index and Korea's rising rate is higher than the total price index or the other hand, the receiving price rising rate of farms are very low and the purchasing price of farms is higher than the former. Although the agricultural wholesale price index of Taiwan is lower than that of Korea, it is higher than the total price index, and also higher than the receiving price increase rate. 3. Total margins may be composed of Marketing costs and profits, and it has been found out that profits form much more weight than marketing costs. 4. Analyzing these margins and costs to each channel, the margins ratio of main agricultural products in marketing margins shows its component weight; final stage; the first place, transit market; the second, assembly market; the third. In other words, retail organization which are final markets show the highest rate of margins. The fact that the margins and costs of the first stage of marketing are higher than the last presents premodern retail organizations. We can infer that differences and fluctutions of agricultural products prices are due to the considerable profit margins of final organizations. On the basis of caculated results between Korea and Taiwan, the following is suggested for the improvement of farm products marketing system in Korea. 1. It is requested to be converted from the increment policy of yield volume into marketing policy of price orientation as a fundamental measure for the modernization of agricultural marketing. 2. By keeping the fresh of agricultural products through the adoption of cold chain systems, the commercialization of agricultural products must be reconsidered and the demand for agricultural products must be created by the enhancement of processing technique for edibles. 3. A reasonable price of farm products must be arranged for each marketing channel by calculating margins of marketing channels, marketing costs and profits.

성과지향적 다운사이징을 위한 전략 로드맵에 관한 실증적 연구

유붕식,유병남 한국상업교육학회 2006 상업교육연구 Vol.13 No.-

다운사이징은 “효율성과 생산성 또는 경쟁력을 향상하기 위하여 설계된 일련의 활동으로써 기업의 인력규모, 비용 그리고 작업과정에 영향을 주는 전략”으로써 노동력 감축을 중심으로 하는 의도적 행위로 정의된다. 다운사이징의 일차적 수단은 정리해고이다. 이는 인적자본비용의 감축이 용이하기 때문이다. 그러나 비용감축을 위한 정리해고 중심의 다운사이징은 조직의 극적인 변화를 의미하고 구성원에게 많은 부작용을 미치게 된다. 이에 따라 전략적 접근과 고려가 필요한 것이다. 준비되지 못하거나 서투른 경영자에 의해 이루어지는 부실한 다운사이징은 예상을 넘는 후유증을 조직에 남기게 된다. 더 나아가 이와 같은 준비되지 못한 다운사이징은 기업의 경쟁우위의 기반이 되는 핵심역량을 약화시키게 될 것이다. 이에 본 연구는 성과지향적 다운사이징을 위한 전략 로드맵을 제시하고자 한다. Downsizing, as stressed by Cameron, refers to a set of activities, undertaken on the part of the management of an organization, designed to improve organizational efficiency, productivity, and/or competitiveness. The decision to downsize can be traced to five major concerns(cost reduction, productivity improvement, responding to competitive threats, M&A, increasing efficiency), especially cost reduction, mainly due to competitive presures, is perhaps the most prevalent reason behind downsizing initiatives. Therefore downsizing is seen as an intentional set of activities that involves reductions in personnel, althrough it is not limited solely to this aspect. Downsizing very often negatively affects individual wellbeing in a profound way. Downsizing implies drastic organizational changes and therefore requires strategic considerations. Poor implementation of downsizing strategies by unprepared and unskilled managers made the experience worse than it needed to be. Furthermore, if the downsizing is not carefully planned and implemented, firms may harm their core capabilities that provide the basis for a competitive advantage. This paper studies strategic roadmap for performance-oriented downsizing.

전략계획으로서 인적자원 개발계획의 문제점과 대안의 탐색

유붕식,유병남 원광대학교 경영경제연구소 2000 경영경제연구 Vol.5 No.-

全北地域의 工場 새마을 QC分任組活動의 運營方法에 關한 硏究

이성택,殷載基,柳鵬植 圓光大學校 1979 論文集 Vol.13 No.1

The intentions of these studies aim at giving useful materials for effectively evolving QC Circle activities of enterprise and in establishing driving organizaiton for QC Circle by the Government and government agencies concerned. This will be accomplished through: surveying improved measured to the extent of manager's cognition and participation of and in QC Circle activities the establishment of a cooperative system, human relations, education and training, the selection of theme, the composition of the circle, and the inconveniences of members. The study method selected here is an experimental analysis method : mainly centered on questionaire method and personal interview method given to 611 "The Factory-Saemaul QC circles" of Jeon buk province which were registered at the end of March, 1978. In order that QC circle activites may operate more efficiently, it is necessary that : Firstly, the true role that QC and QC circle activities will carry out, should be focused on, with lonterm standpoint, spiritual and material rationalizaiton which make it possible to do their best under the precondition of higher knowledge and technology and new investment for structural change. Secondly, we must secure enough presentation and appealing to evolve as a methodology of the Factory-Saemaul movement in its characteristics and contents and then QC circle needs more systematic continuous presentations and full-dress studies pertinent to the industrial situation of korea rather than directly following foreign exampes. Thirdly, we must insure that the QC movement may be developed in a sustained fashion bearing substantial fruit from the long-term plan, The development of a more positive attitude and initialtive leadership of businessmen and top managers are also necessary. If such positive attitudes and leaership should be realized through natural growth, some momentums to be deeply conscious of the actuality and future of businessmen an dtop managers will continuously exist. Fourthly, for the sake of sublimating our enterprise into a suitable movement, more positive studies and development are required. Because the movement cannot become effective in all enterprises and business enviroment, studies which can always supplement it, especially on the problems of dimensional application, must follow up. Fifthly, in order that the movement may be developed continuously without vanishing like a passing vogue, some systematic arrangements should keep abreast with it. For example, the establishment or reorganizaiton of a new system ; enactment of new provision and stadards. Finally, to easily attain the above mentioned tasks, incessant and scientific support of the Government support is expected through more down-to-earth study and reserch programs.

조직내부요인(組織內部要因)이 서비스기업(企業)의 성과(成果)에 미치는 영향(影響)에 관한 연구(硏究)

유붕식,박광현 한국경영교육학회 2000 경영교육연구 Vol.22 No.-

The final target of an enterprise is customer satisfaction. Customer satisfaction is determined by the service equality that is recognized by the customer. And employee satisfaction should be fulfilled prior to customer satisfaction. The purpose of this paper is to recognize the internal factor that affects employee satisfaction, and to find whether employee satisfaction can improve service towards the customer. For this end we did a comprehensive survey on the related field, and tried to complement the existin literature. We did an empirical analysis using personnel in the domesic commercial banks and its own customers. We found the following results: First, the internal factors in the organization do affect employee satisfaction, and the level of employment satisfaction directly affect the quality of customer satisfaction. Second, banks that are in seoul is more excellent than local banks in rerms of the employee satisfaction. And lastly the positive correlations exist between the quality of service for customers and the performance of the enterprise. Based on these results, we can derive the following suggestions. First of all, to improve the performence of the enterprise, employee satisfaction must be done in advance. And enterprises must meet the expectations of the customers to improve the customer satisfaction and its own performance. That is because any enterprise cannot satisfy the customers, even though the enterprise does its best, unless it provides service that reach the expectation level of the customer. Domestic banks must strive to do more than just satisfy customers' expectations in accordance with the internationalization and expansion of the banking industry.

전략계획으로서 인적자원 개발계획의 문제점과 대안의 탐색

유붕식 한국산업경제학회 1998 산업경제연구 Vol.11 No.5