組織開發을 위한 組織診斷技法

李壽陶,李和旭 경북대학교 산업기술연구소 1987 産業技術硏究誌 Vol.14 No.-

Organizations are never completely static. They are in continuous interaction with external forces. Changing consumer attitudes, new legislation, and technological breakthroughs all act on the organization to cause it to change. The degree of change may vary from one organization to another, but all face the need for adaptation to external forces. Many of these changes are forced upon the organization, whereas others are generated internally. Organization development is aimed not only at improving the Organization's effectiveness but also at enhancing the development of organization members. The field of Organization development in hierarchical systems typically involves the study of elements such as the change agent, the change process, strategies of planned change, and the introduction of planned change into an organization. The purpose of this study is to present a comprehensive theoretical framework or model for the analysis of diagnosis organization problem. Diagnosis is a systematic approach to understanding and describing the present state of the organization. The purpose of the diagnostic phase is to specify the nature of the exact problem requiring solution, to identify the underlying causal forces, and to provide a basis for selecting effective change strategies and techniques. This study has researched basic conception progress and other factors of diagnosis through the analysis of the pressure in changeable situation and resistant factors. In addition, the diagnostic process and some factors in making a diagnosis are to present sound diagnosis. Several diagnostic models have been described: (1) The Analytical Model. (2) The Emergent-Group Behavior Model. (3) The Sociotechnical Systems Model. (4) The Process Model. (5) The Force-Field Analysis Model. These models may be used by the change agent to facilitate the analysis of client system problems. And in order to support the theoretical study, the simulation of organization diagnosis is presented. The diagnosis is the method of progressing the organization development effectively, so different types of the diagnosis Models can be used according to the problem situation. And it can be expected that the organization according to the organization diagnosis will make three effects as the followings : (1) It removes the biases in solving the problems. (2) The comprehensive and thorough diagnosis makes the possibility of liquidation at the maximum. (3) The management can think the organization comprehensively and can manage it more scientifically by the comprehensive diagnosis.

『天理本狂言六義』에 나타나는 추량표현 - 조동사「べし」를 중심으로 -

이수향(李粹?) 한국일본어학회 2020 日本語學硏究 Vol.0 No.63

This study discusses usage patterns of べし in terms of its conjugational forms and semantic usages observed in “Tenribon Kyougenrikugi”, the late Middle Ages colloquial data, in order to clarify the process of change of べし. Results of the discussion are as follows. First, as for the conjugational forms, the Shuushikei べし shows the highest appearance followed by the Rentaikei べき and further by the Mizenkei べから. The Renyoukei べく and the Izenkei べけれ are not found. As the time passed, the frequency of the use of べし decreased, whereas べき increased. The increased use of べき was in particular deemed to be caused by the ‘unification of the Shuushikei and Rentaikei’, which began occurring from the late Middle Age. The current study also found two cases whereべき was used as Shuushikei instead of べし. Second, in terms of semantic usages, it was used in the order of [Suitability · Suggestion · Order] - [Guess], [Naturalness · Necessity] - [Will] - [Possibility] - [Prohibition]. It is thought that [Suitability · Suggestion · Order] was used frequently for the reason that the script did not clearly differentiate dialogues and narratives, and it also described actions of performers and stage productions together within the overall scenario. Third, the main semantic usage of べからず was [Prohibition], and the semantic meaning of [Prohibition] was manifested only by べからず. From this, it is deemed that the limited use of べからず for [Prohibition] continued to Modern Japanese while other meanings of べからず declined since the Middle Ages.

組織文化와 組織有效性에 관한 實證的 硏究

李壽陶,鄭基億 경북대학교 산업기술연구소 1989 産業技術硏究誌 Vol.17 No.-

The abilities of external adaptation and internal integration of organization are extraordinarily required to survive and progress in dynamic environments. For this reason, it is quite necessary for the organizations to be managed in total perspective rather than separated into functional operations. But there are many problems which traditional structure and managerial techniques of organization can not solve. Therefore, cultural approach to organization is needed to provide some suggestions. In this sense, the objectives of this study is to build a managerial model which elevates the organizational effectiveness for the Korean business organizations by way of using cultural approach: This study tried to measure related variables by collection the perception toward respondents' own business organization. These perception variables include organizational culture patterns, organizational environments and oragnizational effectiveness. All these variables were tested to the organizations of 36 Korean businesses in 4 industries. The statistical models employed for this study are as follows: (1) T-test and One-way ANOVA are used in order to test the difference of oragnizational culture patterns of Korean business according to the environments and the industries. (2) Multiple Regression Analysis is employed to test the relationship of the organizational culture and the orgaizational effectiveness according to the environments. The results of this study are as follows: (1) The result of difference anlysis of organizational culture patterns is that all Korean businesses are, as recongnized by their organization, rationality culture-oriented not correlated to the external environments and the industries. But there is no significant correlation. (2) The analysis of the relationship between the organizational culture and the organizational effectiveness according to the environments showes they are significantly related. In other words, organizations with Affiliation Culture have had a higher organizational effectiveness than the others under a certain environment, and organizations with Progressive Culture have had a higher organizational effectiveness then the others under an uncertain environment.

조직풍토의 시스템모델

李壽陶 경북대학교 교육대학원 1990 논문집 Vol.22 No.-

Each organizational has its own unique set of characteristics and properties which have a strong influence on the organizational behavior. Several characteristics of organizational structure tend to have a pervasive influence on the organizational climate and organizational culture in this sense and build a system model of organizational climate. Organizational climate and organizational culture are two terms that have been used to describe these characteristics of organizations and their subunit. Climate typically refers to characteristics that describe the differences between organizations and include such variables as managerial values, leadership style, economic conditions, unionization, organizational size, and nature of the work. Organizational surveys are often used as a means of measuring organizational climate. Organizational culture refers to the values, beliefs and attitudes of members within an organization. These characteristics define the organization and are typically very stable, enduring, and difficult either to define or to evaluate. Organizational culture is reflected in the ceremonies, stories, symbols, and language of the employees. For the study of organizational climate or culture, systematic research is necessary on the theoretical as well as on the methodological front. Theoretically, it is necessary to experiment with more refined concepts of organizational climate, especially with various dimemsions of climate, e. g., value climate, interpersonal climate, and task climate. The value climate of an advertising agency, for example, with its emphasis on profit is obviously quite different from that of a social work agency with its emphasis on service. This contrast is probably translated into different interpersonal and task climates. Together, these three dimensions of organizational climate probably have traceable consequences for the internal and exteranl relations of an organization. Methodologically, it is necessary to explore its the utility of various research strategies in studing organizational climate : observational studies, survey, field experiments, computer simolations and so on. Whichever strategy is employed, past studies of organization suggest that a camparative approach would probably maximize the chances of identifying the antecedents and consequences of contrasting organizational climate.

經營組織理論의 Contingency Approach

李壽陶 慶北大學校 師範大學 1982 敎育硏究誌 Vol.24 No.-

The 1970s were characterized by the so-called contingency approach to management. Basically, the contingency approach theorizes that different situations and conditions required different management approach. Adherents to this approach believe that there is no one best way of managing but rather that the best way of managing depends on the specific circumstances. The real significance of the contingency approach to modern organization theories will be concluded as follows: First, it is unanimous in its rejection of universal principles of management. It clearly states that there is no one best way to manage or organize. Second, since management practice is situational, it follows that management has to sharpen its diagnostic skill, so it will know the right thing to do at the right time. The contingency approach supplies management with diagnostic concepts, tools, methods, and techniques which are helpful in analyzing and solving situational problems. Third, the contingency approach is applicable to a number of managerial tasks, particularly those with heavy behavioral components. Kast and Rosenzweig see contingency models usful in strategy formulation, organizational design and redesign, information decision systems, influenal systems and leadership, and organizational improvement. In short, wherever there is a need to define or to redefine organizational relationships a contingency model may be of service.

"최길용(崔吉容) 저(著), 연작형(連作型) 고소설(古小說) 연구(硏究)

이수봉(李樹鳳) 국어국문학회 1990 국어국문학 Vol.- No.103

組織變動의 巨視的 分析

李壽陶 경북대학교 교육대학원 1984 논문집 Vol.16 No.-

Organizations are continually changing although they often appear resitantly to change, they are frequently transformed into forms remarkably different from the original. Organizational change may accure in different way: ⑴ initial endogenous change (micro approach) may take place when the changing process is gradual and not required (e.g. organization charges in the behavioral patterns of its employees) and/or ⑵ exogenous change (macro approach) may take places later in the process or when the process is required (e.g. organization changes in the way an organization adapts to its external environment). So, the purpose of this paper has been to analysis the organizational changing model and relationship associated with it. In this paper, I described five models of the organizational growth process: the Lippitt-Schmidt model, The Coffey model, the Scott model, the Greiner model, and the Weinshall-Raveh model. Each was are an attempt to deal with the basic changes in structures that are necessary as organizations grow and must develop new strategies for caping with the changing demands of their task environment. The fourth part of this paper was devoted to discussion of organizational size. In particular, the relationship between size and various dimensions of structure and what was been termed administrative intensity was examined.

광학부품 제조 공정 및 각 공정별 주의사항(1)

이수상 한국광학기기산업협회 1999 光學世界 Vol.11 No.5

대우고등기술연구원 이수상 책임연구원이 '광학세계' 독자들을 위해서 광학부품 제조의 전 과정, 가공별 특징, 공정별 주의사항을 정리한 내용이다. 지난 6월 28일 열린 '99 광기술교육'(인하대학교 광기술교육센터 주최)에서 강의한 '정밀광학부품의 제작' 가운데 현장에서 필요한 '가공 공정'부분을 쉽게 이해하고 활용할수 있도록 이수상 연구원이 다시 설명을 덧붙였다. 이번 호에 이어서 11월호까지 2회에 나눠서 연재한다.

조직유효성과 조직개발

李壽陶 慶北大學校 師範大學 1986 敎育硏究誌 Vol.28 No.-

This paper has examined two of most complex and controversial topics in-organizational theory: organizational effectiveness and development. Both of these problems relate to the performance of the organizational system. Early organizational theorists defined effectiveness as the meeting or surpassing of organizational goals. Barnard, for example, viewed effectiveness in terms of goal attainment. When a specific desired end is attained we shall say that the action is effective. This perspective has been labeled the goal model approach to the study of organizational effectiveness, since it is a view of organizations as principally concerned with the attainment of certain end products or goals. More recently, however, a second view of organizational effectiveness has emerged. This is an approach to organizations as social systems operating in. environments of scarce resources. Incorporating an open-systems view point, the so-called resource system model approach defines effectiveness as the degree to which an organization is successful in acquiring and utilizing scarce and valued resources. As indicated above the purpose of this paper is to explore the nature and measurement of organizational effectiveness and is to examine relationship between organizational effectiveness and development. Organizational development efforts are generally directed toward two ends: (1) improvement in an organization's effectiveness and (2) improvement in the satisfaction of its members. A major value issue underlying these objectives is that they can best be attained by humanizing organizations and encouraging the personal growth of people. In doing so, it beeames obivous that organizational effectiveness and development are not a simple issue because evaluating the performance of an organization is one of the greatest challenges in organization theory.

狀況適合理論의 體系化에 관한 硏究(Ⅰ)

李壽陶 경북대학교 교육대학원 1983 논문집 Vol.15 No.-

On the basis of an open system approach, 1980s may be characterized by the so-called contingency approach to management. Basically, the contingency theory of organization views the organization as an open system, composed of a number of intearcting and interdependent subsystems and delineated by identifiable boundaries form its environment. This view of organizations emphasizes the multivariate nature of organizations within and among subsystems as well as between the organization and its environment. The contingency theory, instead of searching for one best way to organize, develops propositions which say how to organize under different circumstanres, and thus overcomes the general criticism levelled against the both of the classical and relation theory. To specify that the organizational form should depend on the particular situation gives no clues to how the organization should be designed. Instead, patterns representing various situations have to be identified and basic relationships have to be related to these patterns. The contingency theory operates with five basic interdependent groups of variables: structure, people, technology, goals and environment (Lorsch). Although the contingency theory operates with all these variables, the research efforts have most often concentrated only on a few such as the relationship between technalogy and structure, e.g. Joan Woodward(1965) found in a study of one hundred British fims such a relationship between technological complexity and organizational structure with respect to performance. Pugh, however, surveying the literature on this relationship between technology and organization structure reports that none can be found. Another study is the relationship between structure and environment. Lawrence and Lorsch(1967) give a comprehebsive treatment of that issue. They consider the differentiation and integration of work in relation to the environment and propose measures of the extent of differentiation with respect to three environments of the market, the technology, and research and development. In addition they provide sets of conditions under which certain classes of integrative persons and mechanisms (such as hierachical authority, committees, coordinators, project teams, styles of management, and reward systems) are likely to function effectively. The contingency theory is the most complex of the theories it provides no simple answeres to the organizational questions because no simple answers exist. The value of the theory depends on the relevance of the patterns studied. Reports actually exist of cases where the approach has been successfully applied. Therefore the purpose of this paper is, on the basis of organizational system concept, to look into the nature of contingency theory, which concretizes the abstract contents of system approach, as a new tendency or orgaizational theory, and to systematize logically the genealogy of the contingency theory.