http://chineseinput.net/에서 pinyin(병음)방식으로 중국어를 변환할 수 있습니다.
변환된 중국어를 복사하여 사용하시면 됩니다.
車大運 한국기업경영학회 1996 기업경영연구 Vol.3 No.1
The term industrial accident includes the contact with dangerous materials, the gas explosion, the fire, and the destruction of infrastructure as well as the death of employees, the physical accident, the ailment, and the loss of property. This kind of industrial accident not only brings personal injury to each individual employee and unhappiness to its family but also results in enormous economic damage to the industry. This finally leads incredible bad side-effects and it also weakenes the international competitiveness of the industry. At the initial stage of industrialization, much emphasis was put on the management of physical or environmental factors; however, the emphasis will have to be given to the elimination of human factors particularly at this highly industrialized age. In this study, a strategic model of personnel management was devised and a more specific strategic method of managing human factors was proposed with reference to the occurrences of the industrial accidents. First, it is necessary to establish a total safety management system which all the employers, managers and employees should participate in, and in which all the administration bodies should cooperate with each other in organic way and actively participate in the safety management. Second, the employers should develop the zero-accident atmosphere with the management philosophy of respecting human being`s life and dignity, and should be ready to put an investment in the safety establishment. Third, the management should find out the dangerous factor through the job analysis; they should select the workers through the aptitude test; they should implement the right placement of man power; and they should carry out the education and training about the job implementation and the precaution against the possible dangers. They will also have to apply the result from the objective zero-accident management evaluation to the personnel efficiency rating system. It is also advisable to stage the campaign for the prevention of industrial accident, to maintain the zero-accident rate, and to operate the safety suggestion system. Fourth, the employees should keep the safety rule at the dimension of protection their own life and their family livelihood, and keep the safety management as part of their life by keeping it as a self-safety management throughout their daily lives. The following benefits will have been obtained if the result of this study is seriously taken into consideration. The new managerial attitudes will have been formed about the seriousness of industrial accident as a result of total safety management system; the employers will have taken the safety management as a serious routine matter; and the employees will make it a rule to check the safety. Consequently, the result of these three steps will contribute to the zero-accident and zero-calamity. This will extend to the prevention of loss of life and economy, and the increase of the morale of employees will lead to the zeal for industrial production and the elevation of productivity. All of these will come together to the secure industrial relations between the employers and employees, and will finally have competitive power internationally.
SAP R/3 시스템을 이용한 중소기업형 ERP 구축에 관한 연구
차대운,손명숙 한국기업경영학회 1999 기업경영연구 Vol.6 No.2
Middle and small sized enterprises in Korea are encountering ever faster change and bigger crisis than ever before in their IMF depression. In this difficult social era, we can think ERP(Enterprise Resource Planning) as a new strategy for overcoming the crisis. ERP system is an information technology implementation of Manufacturing, Logistics, Distribution, Human Resources, Accounting and whole business functions of an enterprise, and it`s an enterprise-wide global solution. This is not an approach from mere information technology view, but from the business strategical point of coordinating information technology and business. According to Gartner Group report, more than 40 % of all enterprises in the world will change their current information systems into ERP systems, and the group expects 50% growth for the next five years, and 20∼30 % average growth per year. At the time of continuous growth of ERP adoption in Korean enterprises, it is very important to select the most appropriate ERP packages for the enterprise. In addition to that, the absolute support of the top executives is crucial, and appropriate adoption of advanced and developed business processes by employing well-experienced consultant is also very important. In these situations described above, this paper will analyze the result and effect after ERP system construction, by analyzing K-Electronics as a model company, which adopted SAPR/3, the most widely used ERP software suited to client/server computing environment, and recognized as the exclusive possession of big enterprises.
차대운 대한경영학회 2003 大韓經營學會誌 Vol.16 No.6
The purpose of this study is to analysis the key success factors of knowledge management by employing case study and existing researches. The following is a summary of the results of this study. First, continuous training and education of members about knowledge management. second, execution of knowledge management of the system unit which leads the operation of learning organization. Third, the efficient management and joint ownership of knowledge which leads the construction of knowledge management system. Fourth, ability and positive support of the top management against knowledge management. Fifth, execution of the knowledge management which leads the establishment of the knowledge management exclusive responsibility station. On that outside, motivation of employees through various award and compensation system and the evaluation which the knowledge property which leads the operation of estimation system is accurate.