우리나라 企業의 小集團活動 實態와 活性化 方案

金範國 제주대학교 1984 논문집 Vol.18 No.2

The Activities of small groups in Korean enterprises are not as yet reconciled with the enterprises themselves in Korea and under certain circumstances have even ill effects upon them. Therefore, Korean enterprises can be said to have many problems to solve; what is the reason the activities of small groups in Korean enterprises have not yet been adapted, what must we do solve the problem. To answer these questions, the objectives of this study are to identify a plan which makes a contribution to settling and activating the Korean small groups. And in achieving these objectives, this study utilized the inductive approach by research on the actual conditions. The techniques of quality control which have been applied as a means of the rationalization of industry were introduced into Korea in 1961. These lag behing Japan by about ten years as the birthplace of QC. According to examination by the Korea Productivity Center, in Korean enterprises the ratio of tile introduction to the activity of small groups is 92.4%. If one looks at it in scale, large enterprises are 94.6% and small and medium enterprises are 89.2%. 1) Small groups of members which have the scale from 10 to 14 are 40% and the scale more than 15 are 27.8%. In the Japanese case, the small groups of the scale from 4 to 6 are 35% and the scale more than 15 are 11%. Comparatively speaking, it should be reconsidered from the view point of its scale. 2) In departments which operate in small groups, the work place is 56% and the activity of the whole company is 30%. 3) The determination of a theme operates comparatively voluntarily. 4) The main subject is the improvement of quality and the problems about displaying individual ability are not taken into consideration. 5) The meeting time is generally within working hours, and is 23% outside. The results of factor analysis for the activation of small groups in Korean enterprises are the fellowing: 1) Group cohesiveness: Group cohesiveness sets a good value above the middle degree. However, as a negative reaction, the consciousness of settlement sets a lower vlaue. 2) Morale of members: Morale of members is high as a whole. This phenomenon is the outcome of members directly participating in the process of decision making. The only negative factor is not to have a chance of advancement. 3) Communication among members: It is important that information for operation should be communicated in full and that a scale should be proper for communication. An ideal communication network states all channeled networks. 4) Group objectives: On the whole, a positive tendency for group objectives is shown. However the reaction of members who have to hold a positiveness is found to be lower. 5) Analysis about leaders: The necessity of a leader's ability deserves special emphasis. However, it puts a poor value on the leader's ability. As a qualified leader, they emphasize a person in whom human relations are well-rounded, and who has an ideal leadership style that lays stress on small groups and members. The plans for the activation by factor analysis may be as follows; to promote high group cohesiveness, to enhance morale of members, to smooth communication among members, to build up unification for group objectives, and to educate leaders thoroughly and rotate them properly. The plans for the activation of small groups in relation to conventional socio-cultural traits may be summarized as follows; to project cooperative spirit on enterprises, to maximize dedication and a spirit of service, and to build an ethical view about the sacrifice of relative ego for the higher self.

日本勞使協議制가 勞使安定에 미치는 影響에 관한 硏究

金範國 濟州大學校 地域社會發展硏究所 1995 社會發展硏究 Vol.11 No.-

從業員의「모티베이션」에 관한 考察

金範國 제주대학 1979 논문집 Vol.11 No.1

An individual joins an organization because he or she expects personal satisfactions to be greater than personal efforts. The primary task of any manager is that of maintaining an organization that functions effectively. Since every action a manager takes in an organization stimulates a reaction in employees, there is no choice of whether or not the manager motivates them, only of how will his or her action be effective, so that subordinate works for the benefit of the organization-or ineffective, to the organizations detriment? It is this question-how to cmploy effective motivation. Motivation is closely intertwined with behavior, and there are many diverse factors that affect it. The needs of the individual and the attitude of management are two of the most important. In this treatise, I studied the principles of human needs and motivational process to motivate human action as well relationships between monetary reward and motivation, job characteristic and motivation, job satisfactions and productivity. A company have to provide the opportunity for and the encouragement of individual growth within the framework of the organization, and matching the appropriate rewards with the predominate needs of the individual is the task of every manager. The achievement of positive motivation in organizations depends on not only understanding the concepts of motivation but also accepting the commitments required and in actually living effective motivation within the organization. Before a manager can positively motivation different people in different situations he or she must understand the motivational process.

環境變化와 經營戰略 : 人間戰略과 勞使關係戰略을 中心으로 Lay emphasis on the human resources strategy and the labor-management relationships strategy

金範國 제주대학교 1982 논문집 Vol.14 No.1

The conditions of environment surrounding business enterprises always change as goes on. They have independently or compositively an influence upon the enterprises; economic, political, technological and social-cultural. The enterprises is necessarily together with the environment factors and accordingly they are mutual independence. Under the dynamic environment of today, the coming problems are always new thing and their solutions stand in need of intellectual powers and efforts. Paradoxically speaking, establishing the adaptive strategy to the environment is inevitable because the solution of these problem is difficult. In this study, I set limits to human problems among the over-all social problems, and research into labor-management relationship strategy that can be coped with the attitude change of employees about the human problems of mordern enterprises and QOWL. First, the strategy of human problems in mordern enterprises has to be done by the management styles of human respects undre the background of an idea of human esteem. And the strategy of leadership problems has to be done by being inner accepted individuals as organization objectives for combining with group objectives and organization objectives. Therefore, for the purpose of attaining organization change from a Modern Human Resources Management point of view, I also research into OD; MHRM is to be managed by human-oriented management for according with individual objectives and organization objectives on the basis of fundermental knowledge about human behavior. Second, in developed industry nations, QOWL movements recently appear on the important issues of a labor-management cooperation. The essential strategy of a labor-management cooperation that is confronted by serious problems can be outlined as follows. 1. To promote the inter-relations of trust between labor and management by improving human relations. 2. To activate the joint consultation system of labor-management cooperation and settle fairly and rapidly with dissatisfaction of employees. 3. To turn into the systems of high-productivity and high-wages. 4. To provide the opportunity for self-actualization by job enlargement. Therefore, the success of the management strategy depends on the effort of a management and employee. While both of them face up to reality about the busmen environment, a manager has to manage by human-oriented management regarding man's life and dignity and an employee has to get ready to receive organization objectives into his objectives. Thus, making up the atmosphere of inter-trust may be achieved the desired end.

現代企業의 組織效率化 方案

金範國 제주대학교 1977 논문집 Vol.9 No.1

Business environment has been changing recently as rapid speed. Especially, external environment such as the political, economic, social, legal and technological sectors are continually changing and affecting to the operations of modern business directly. Then Korean business firms don't cope with the changing business enviroment, especially technological environmental change. Though the reasons ont to adapted to new circumstances are basically caused by lack of the manager's technological information, from the organizational points of view, organizationits structure don't be designed in response to the changing environment. The methods of organization and managment in our business firms are still in traditional means without changing. In order to find a way out these prblems, the writer attepmpted to matte the devices of organizational effectiveness through internal and external equilibrium. The devices of organizational effectiveness will be summarized as: First, for the purpose of the organizational rationalization, it appies the principles of organization "so-called logic of cost and efficency" from a standpoint of human relations and the respect for huminity which is involved Principle of exception, scalarship or hierachy, span of control, delegation of authority, functions, cooperation and unit of command. Second, for the purpose of dynamic structure, project team system, disuse of the indirect departments, and divisionalized organization can be taken into consideration. Project team especially is an effective way to get a solution for situation beyond the power of a manager to settle and adapt to continually external environment. During last few years this system has grown in popularity. Third, for the purpose of vitality, every organization should first recgnize the existence of its member's individual objectives and then develop organizational objectives. As means of satisfying individual objectives, decentralization of functions, job enlargement and management by objectives can be taken into considertion. As such, management is able to utilize the talents of all personnel to their best ability. Though business strategies such as new products, new market, new technology can't achieve a given objective without the organizational strategies, the effectiveness of organization should precede by the pertinent organizational strategies to achieve a desired objectives. In conclusion, since the existence of organization is concerned not only to internal equilibrium but also to external equilibrium, several devices which maintain internal and external equilibrium for the organizational effectiveness presented in this study have to apply simultaneously. Also there are no models adapted to all enterprises tile management must find the devices fitted to each firm after analysis of the total organization structure.

지능형 휠체어 적용을 위한 기울기 히스토그램의 상관계수를 이용한 도로위의 이륜차 인식

김범국,박상희,이영학,이강화,Kim, Bum-Koog,Park, Sang-Hee,Lee, Yeung-Hak,Lee, Gang-Hwa 대한의용생체공학회 2011 의공학회지 Vol.32 No.4

This article describes a new recognition algorithm using correlation coefficient for intelligent wheelchair to avoid collision for elderly or disabled people. The correlation coefficient can be used to represent the relationship of two different areas. The algorithm has three steps: Firstly, we extract an edge vector using the Histogram of Oriented Gradients(HOG) which includes gradient information and unique magnitude for each cell. From this result, the correlation coefficients are calculated between one cell and others. Secondly, correlation coefficients are used as the weighting factors for normalizing the HOG cell. And finally, these features are used to classify or detect variable and complicated shapes of two wheelers using Adaboost algorithm. In this paper, we propose a new feature vectors which is calculated by weighted cell unit to classify with multiple view-based shapes: frontal, rear and side views($60^{\circ}$, $90^{\circ}$ and mixed angle). Our experimental results show that two wheeler detection system based on a proposed approach leads to a higher detection accuracy than the method using traditional features in a similar detection time.

우리나라의 임금실태와 최저임금제에 관한 연구

김범국 제주대학 기업경영연구소 1973 經營論集 Vol.4 No.1

日本企業의 小集團活動에 관한 硏究

金範國 濟州大學校 社會科學大學 社會發展硏究所 1985 社會發展硏究 Vol.1 No.-

濟州道 農外所得 增大方案에 관한 硏究

金炯吉,金昌中,金範國 濟州大學校 社會科學大學 社會發展硏究所 1987 社會發展硏究 Vol.3 No.-

日本財閥의 經營組織에 대한 考察

高廣明,金範國 濟州大學校 觀光産業硏究所 1999 産經論集 Vol.13 No.-