대학병원의 경영성과 변화에 관한 연구 : 의약분업 전·후를 중심으로

장원재 조선대학교 경영대학원 2004 국내석사

전남지역 의료기관의 경영성과 영향요인에 관한 실증 연구 : 고객지향성의 매개효과 검증

김번웅 조선대학교 경영대학원 2011 국내석사

의료기관의 환경의 급격한 변화와 의료기관간 경쟁 심화에 따른 21세기 병원경영 전략은 병원내부역량을 높이고 조직구조를 고객지향성에 초점을 두고 경영성과를 달성하는데 역량을 집중하고 있다. 따라서 역량과 조직성과 간의 관계에서 중요한 것은 조직구조를 서비스업체에 적합한 고객지향적인 조직으로 전환하는 데 있다. 본 연구에서는 경영성과를 높이기 위한 의료기관의 경영전략을 수립하는데 있어 의료기관의의 내부역량이 조직적 차원에서 시행되는 종업원차원에서 나타나게 되는 종업원 고객지향성에 미치는 영향과 이러한 변수가 의료기관의 경영성과에 어떻게 영향을 미치는가를 살펴보았다. 본 연구의 분석결과를 요약하면 다음과 같다. 첫째, 의료기관의 역량과 경영성과의 관계에서 의료기관의 역량은 의료기술자원역량, 관리혁신역량 순으로 경영성과에 정(+)의 유의한 영향을 미치는 것으로 나타났다. 이는 자원은 경쟁우위의 원칙으로서 조직의 핵심역량이 된 다음 전략에 영향을 미치며(Diericks and Cool, 1989), 결국에는 조직의 성과에 영향을 미친다는 기존의 연구(Grant, 1991)와 일치하는 것으로 나타났다. 이외의 다른 역량요인은 고객지향성의 매개를 통하여 간접적으로 유의한 영향을 미치는 것으로 나타났다. 즉, 인적자원 역량, 의료기술자원 역량, 경영관리 혁신능력은 고객지향성을 매개로 경영성과에 정(+)의 유의한 영향을 미치고 있음이 확인되었다. 이러한 결과는 Porter(1985), Barney(1995) 등의 주장처럼 의료산업에서도 역량은 직접지원역량과 간접지원역량으로 구성되어 있음을 시사해 주고 있다. 또한 Hitt and Ireland(1984), Conant et al.(1990), 최이규, 이수형(2001) 등의 기업을 대상으로 한 연구 및 권성탁(2004)의 연구와 동일하게 병원역량이 높을수록 경영성과가 높음을 알 수 있다. 따라서 병원에서 지속가능 경쟁우위를 확보하기 위해서는 환경의 변화를 고려한 역동적인 역량이 중요하다. 이는 지식경영이나 학습조직이라는 관점에서 병원이 필요로 하는 역량이 무엇인가에 대해 최고경영층부터 일반종업원에 이르기까지 전사적인 참여와 노력을 통해 개발되고 관리되어야 함을 시사한다. 둘째, 의료기관 역량과 고객지향성과의 관계에서 의료역량은 인적자원 역량, 관리혁신자원 역량 순으로 고객지향성에 정(+)의 유의한 영향을 미치는 것으로 나타났다. 즉, 의료기관의 역량의 인적자원 역량이 구성원의 고객지향성을 향상 시키는데 크게 영향을 미치고 있음을 말한다. 이는 전문의사의 역량과 직원의 만족도 및 전문성 그리고 상호협력적 노사관계 등의 인적자원 역량을 통해 구성원의 고객지향성을 강화하여 고객을 이해하고, 고객가치를 창출하고, 강력한 고객관계를 구축 할 수 있음을 의미한다. 따라서 고객과 기업 간의 관계품질의 주요선행변수는 관계혜택 및 고객가치이고 관계품질의 주요결과변수는 고객충성도(Palmatier, Dant, Grewal & Evans, 2006)라는 점에서 조직역량을 서비스업체에 적합한 서비스지향적이고 고객지향적인 조직으로 자원을 조달, 개발, 배분함으로써 기업과 고객 사이의 장기적 관계 구축을 유도하거나 유지하여 지속적인 경쟁우위를 확보할 필요가 있다. 셋째, 의료기술자원역량은 고객지향성에 유의한 정(-)의 영향을 미치는 것으로 나타났다. 설문 내용을 살펴보면 의료기술의 선진화 정도, 신규 의료서비스 개발/도입, 특별한 의료기술/노하우, 의료 질 관리능력 등으로 이루어졌다. 이는 의료분야도 기술 분야이기 때문에 종업원(간호사 등)이 새로운 의료 기술 수용 의지가 있는지 살펴볼 필요가 있다. 기술수용의지는 새로운 기술을 배우고 직무환경에 통합하는 과정에서 개인이 새로운 기술사용 방법을 습득하기 위해 투자하는 육체적 또는 정신적 노력의 정도를 의미한다(Ranarajan et al, 2005). 기술수용의지는 기술사용자체의 편이성 및 용이성을 결정하는 중요한 요인 중 하나로 여러 학문 분야에서 논의되고 있다. 연구에 따르면 기술수요의지는 구성원이 새로운 기술을 인식하고 기술사용으로 인해 발생되는 성과에 영향을 미칠 수 있는 것으로 보고 된다(Brown & Perterson, 1994). 기술 수용의지는 기술을 이용하고 업무에 적용하는 과정에서 핵심적 요소를 이해하고, 그것을 어떻게 적용시킬 것인가와 밀접한 관계를 가지게 되며, 역할 관련 스트레스 요인을 높이는 것으로 보고된다(Kahnemann, 1973). 이러한 선행연구를 바탕으로 새로운 의료기술은 종업원에 스트레스를 발생시켜 고객지향성에 부정적인 영향을 미칠 것으로 추측할 수 있다. 넷째, 고객지향성과 경영성과의 관계에서 고객지향성은 경영성과에 유의한 정(+)의 영향을 미치는 것으로 나타났다. 즉, 병원의 고객, 환자들은 서비스 제공시점에서 종업원들의 태도와 행동에 따라 재 구매, 긍정적인 구전을 보임으로써 병원의 성장에 중요한 영향력을 끼치고 있음을 알 수 있다(박성엽, 1997; 최기선, 2000). 이는 또한 서성한 등(2001)의 연구에서 의료기관 내부구성원의 고객지향성이 고객만족에 긍정적인 영향을 미친다는 연구결과와 김상철과 이현수(2002)의 연구에서 의료기관 내부구성원의 고객지향성이 운영성과에 긍정적인 영향을 미치고 있다고 보고한 연구결과와도 일치한다. 이는 의료기관에서 고객을 최우선으로 하는 서비스를 제공하기 위해 내부고객의 만족이 우선시되어야 하며 이러한 내부고객 만족이 곧바로 의료기관의 성장으로 이어질 수 있다는 사실을 보여주고 있다(Deshpande 등, 1993; Hauser 등, 1996; Saxe와 Weitz, 1982; Zeithaml과 Bitner, 1997). 특히 대표적인 인적 서비스라고 할 수 있는 의료서비스의 특성 상 서비스 접점 직원인 의사와 간호사의 서비스 수행능력이 서비스품질과 고객만족에 가장 중요한 요소로 작용하는 만큼 내부고객 만족을 통한 외부 고객만족을 강화시키는 전략을 수립해 나갈 필요가 있다.

중소기업의 경영성과에 대한 경영자 특성의 효과에 관한연구

박현호 조선대학교 경영대학원 2017 국내석사

본 연구는 광주광역시 및 전라남도에 소재하는 경영자 및 근로자들을 대상으로 경영자들의 특성이 경영성과에 미치는 영향관계를 검토하였다. 선행연구들을 바탕으로 경영자의 특성으로는 경영자의 심리적 특성, 역량적 특성, 행위적 특성으로 구분하였고, 재무적 또는 비재무적 경영성과로는 매출, 영업이익률, 현금흐름, 시장점유율, 품질, 고객의 만족도를 고려하였다. 경영자특성과 경영성과간의 관계를 실증적으로 고찰하기 위하여 연구모형 및 연구가설을 제안하고, 최종적으로 142부의 설문지가 분석되었다. 분석은 SPSS 23 통계패키지를 활용하여 상관관계분석(correlation analysis)과 다중회귀분석(multiple regression analysis)을 실시하였다. 연구 결과는 다음과 같다. 첫째, 경영자의 심리적 특성에서 성취욕구, 위험감수성향으로 구분하여 분석을 실시한 결과 심리적 특성 요인은 성취욕구가 유의미한 영향을 미치는 것으로 나타났고, 위험감수성향은 유의미한 영향을 미치지 않는 것으로 나타났다. 둘째, 경영자의 역량적 특성은 전문지식, 관리자 역량으로 구분하여 분석을 실시한 결과 역량적 특성은 관리자의 역량에서 유의미한 영향을 미치는 것으로 나타났고, 전문지식은 유의미한 영향을 미치지 않는 것으로 나타났다. 셋째, 경영자의 행위적 특성은 신뢰성, 리더쉽으로 구분하여 분석을 실시한 결과 행위적 특성은 리더쉽이 유의미한 영향을 미치는 것으로 나타났고, 신뢰성은 유의미한 영향을 미치지 않는 것으로 나타났다. 종합하면, 경영자의 특성이 경영성과에 부분적으로 유의미한 관계가 있는 것으로 나타났고, 특히 경영자의 성취욕구, 관리자의 역량, 리더쉽이 경영성과에 중요한 영향요인임을 확인하였다. 이는 성취욕구가 강한 경영자일수록 새로운 시장을 개척하고자 하는 욕구가 높은 만큼 보다 전문적이고 고도화된 시장에 빠르게 적응할 수 있으며, 사내교육을 통해 기업의 목표와 직원들의 성향을 파악하여 적재적소에 직원을 배치하거나 경영자의 확고한 경영이념을 바탕으로 직원과의 원활한 의사소통을 이루어냄으로써 중소기업의 경영성과를 긍정적으로 향상시킬 수 있음을 의미한다. 본 연구는 이 같은 관점에서 광주전남지역의 중소기업 경영자들을 위한 관리적 시사점을 제안하고, 연구한계 및 향후 연구방향을 제시하였다. This study investigated the effects of managers’ characteristics on business performance among managers and workers in Gwangju City and Jeollanamdo. Based on earlier research, characteristics of managers were divided into psychological characteristics, competency characteristics, and behavioral characteristics, and, as financial or non-financial business performance, sales, rate of operating profits, cash flow, market share, quality, and customer satisfaction were taken into account. To empirically discuss the relationship between manager characteristics and business results, this study proposed a research model and hypothesis and finally analyzed 142 copies of questionnaire. The data were processed by using SPSS 23 based on correlation analysis and multiple regression analysis. The results were as follows: First, in the analysis of psychological characteristics of managers that were divided into need for achievement and risk-taking tendency, need for achievement had significant effects on the psychological characteristics while risk-taking tendency did not have significant effects. Second, in the analysis of competency characteristics of managers that were divided into professional knowledge and manager competencies, manager competency had significant effects on manager characteristics while professional knowledge did not have significant effects. Third, in the analysis of behavioral characteristics of managers that were divided into reliability and leadership, leadership had significant effects on behavioral characteristics while reliability did not have significant effects. In conclusion, managers’ characteristics had partially significant relationship with business performance and, especially, the need for achievement, competency, and leadership of managers had important effects on business performance. The findings suggest managers with strong need for achievement have a higher level of desire to open a new market and, therefore, can adapt to more specialized and sophisticated markets and improve business performance of small and medium businesses by understanding the company goals and employee characteristics and assigning them to appropriate positions as well as using effective communication with employees based on clear management philosophy. This study proposed managerial implications for managers of small and medium businesses based on Gwangju city and Jeollanamdo, research limitations, and direction for future research.

지식경영의 효율적인 도입방안에 관한 사례 연구

김오순 조선대학교 경영대학원 2004 국내석사

The objective of this research is to review the ideal model of Korean corporate for international competitive advantage in the 21st century. In this research, preceding research has been theoretically reviewed for this objective. The theme of this research is Knowledge Management, which is considered as an alternative for the enforcement of core competence and competitiveness. Korean corporate is deeply interested in knowledge management, and there has been some contribution that knowledge management has made toward corporate competitiveness, even though there has not been many practices faithful to its essence. World-class firms are making use of Knowledge Management for better peformance. Main suggestion of this research is as following. First of all, their has not been a significant result of Knowledge Management compared to the amount of interests and investment. More effort is needed for the introduction of Knowledge Management. Second of all, core factors in the introduction of Knowledge Management varies according to the characteristic, competence, strategy. In the introduction of Knowledge Management, these variances should be considered. Third of all, the judgment of the successful Knowledge Management should be made in relation to the corporate performance. And characteristic standards should be developed for Knowledge Management. Fourth of all, the result of Knowledge Management can be divided into two categories, financial results and non-financial results. Due to above characteristics of Knowledge Management, there has been a lot of research on the measurement of performance for Knowledge Management, there has not been single method commonly accepted. That's because there are complex environmental factors that affects corporate performance.

기업의 친환경경영을 위한 전략적 접근에 관한 연구 : 도요타와 유한킴벌리 사례를 중심으로

김현호 조선대학교 경영대학원 2008 국내석사

The increase of wealth by advance of industrialization based on mass production and mass consumption has resulted in not only positively the improvement of the standard of human life but also negatively the aggravation of the quality of life by environmental pollution since the Industrial Revolution. In particular, as environmental pollution has been serious from the middle of 20th century when industrialization and urbanization were progressed rapidly, the sympathy that management activity had to be promoted toward the harmony of economical development and environment started to be formed. Also as suffering the oil shock two times in 1970s, the worry, which not only the problem of environmental pollution but also exhaustion of natural resources would erase the abundance of economical living through expansive reproduction of industry, was spreaded. Accordingly the concept of preserving environment, using resources efficiently, and maintaining economical growth, namely sustainable development, was appeared. In United Nations Framework Convention on Climate Change, the concept of ‘sustainable development’ was presented as “Environmentally Sound & Sustainable Development(ESSD)”. That is to say, it means the development that premises the continuance of environmentally healthy condition is more important than premising the economical sustainable. Particularly as various environment conventions including control of trade were contracted to preserving environment, and various trade-political means were applied to achieve environmental goal, the necessity for the harmony between two parties by producing friction between environment and trade was proposed. Now environment-friendly management of Korean companies are beyond the stage of inducement, many companies recognize this as an important strategy, but it is still on insignificant level as compared to global company. Global companies recognize the necessity of environment-friendly management before the fact, apply this to corporate activity aggressively, and expand aggressive activity to connect the raise of corporate image through this with profits of corporate. Some companies such as Toyota, which recognizes environmental technology as the kernel of technology to lead automobile industry and promotes the countermeasure against environmental control and environment-friendly management, and Yuhan-Kimberly which won the grand prize of the first 'sustainable management prize‘ hosted by KRIMA in 2006, are promoting environment-friendly management in various ways and strategies. According to this, this study suggests that a company constructs environment-friendly management system in a very natural way, and then can raise sustainable profit earning and corporate value by preventing and solving environmental risk that a company can be placed before the fact when a company pursues environment-friendly management through home and foreign examples introduced in this study, improves the corporate competitiveness by contributing to the protection of environment through the environmental conservation activity, and makes an effort together to solve environmental problems with all of the interested parties including consumers. However, all of companies must promote the strategy of environment-friendly management with considering following things when establishing it because under any conditions environmental results doesn't have positive influence on management results. First, a company needs to consider the situation that corporate is placed such as the characteristics of present market, the characteristics of products and industry, and the characteristics of corporate's productive structure or financial structure to establish the strategy of environment-friendly management. Second, environment-friendly management centered on environmental results is required. Most of environment-friendly management are only for one time such as the certification of environmental management system, and frequently it is not just more than slogan. This environmental activity has higher possibility to remain as the expenses of company, because actually it can show the environmental results of company, so consumer or environmental regulatory agency cannot be expected about preference effect of products and improvement of relations, and then it cannot be continued to management results. So environment-friendly management, which can show the quantitative improvement of environmental results on the basis of the systems such as environmental result management system or development of environmental report, must be accomplished. Third, it is very important for a company to practice various environment-friendly managements to reduce the environmental expenses and risk for the strengthening of competitiveness and differentiation of company. A corporate constructs environment-friendly system such as environment-friendly products, environment-friendly management ecology plant, environment-friendly management waste, environment-friendly management corporate image which can increase the results of corporate with reducing environmental pollution as a company promotes. Under the present conditions that environmental problems are recognized as a problem of human survival, now a company needs the change of the new paradigm from the production-oriented growth to the growth considering environment, and must encounter with long-term and synthetic viewpoint by breaking from the method that encountered environmental problems with symptomatic treatment. Also a company must make environment-friendly management products with contenting the consumer's demand, make profits by opening a new field that doesn't originate environmental pollution, solve environmental problems on the spontaneous and pacesetting position such as protecting pollution source with aggressive the environmental investment in principle, developing actively the environmental conservation campaign with local residents together. Therefore now the management philosophy of enterpriser must be worked out as the environmental-minded corporate image, and company must understand that environment-friendly management of today is an indispensible condition for sustainable survival of all of interested parties including the parties to company, not an option any more.

텔레마케터의 대인서비스 역량이 경영성과에 미치는 영향에 관한 연구

송충환 조선대학교 경영대학원 2012 국내석사

A study on the Effects of Telemarketers service orientation on business performance Song, Chung-Hwan Advisor : prof. Jong-rok Yoon, Ph.D. Department of Business Adminstration Graduate School of Chosun University Increasing competition between companies in situations where the service economy, recently recognized the importance of corporate and market share by acquiring customers, but to generate revenue has recognized the importance of marketing management. Such a market structure that appears to fit the new means of marketing, telemarketing convenience for the consumer, enabling cost savings for companies, and marketing as a way to profitable large scale industries are growing. Successful Telemarketing plays an important role for one of the factors that telemarketing is the subject of telemarketers. Depending on the mission and how telemarketers company's sales and image can have a significant impact on since. Many companies currently operating in the telemarketers has been selected. Telemarketers promising professions for women known as the 21st century, and many businesses in the actual training conducted by employing telemarketers and telemarketers, but academic research on the situation analysis is insufficient. This research service telemarketers interpersonal competence, service orientation and business performance of the structural relationship that aims to understand. To achieve this purpose, the configuration information, the validity of the first survey and a survey to understand the reality of the investigation was conducted. This study, such a relationship in business performance management strategy for the company to increase the company's personal services performed in terms of organizational capacity of the service-oriented management of the company and how variables affect is to understand. results of this survey based on a preliminary survey questionnaire 2012 with reorganized March 23 to April 20 of a total 29 days over the validity of this information to improve the telecommunications, finance and insurance, service charge telemarketers engaged in total of 300 copies to distribute to target 300 were collected. Poor response of these 216 samples, except 84 copies were used in the empirical analysis. Results of this study can be summarized as follows. First, personal service, interpersonal skills and service capabilities in the relationship between management and the business performance positive (+) had a significant influence. The interpersonal relationship between service capacity and service orientation, service orientation, interpersonal service capabilities in the positive (+) had a significant influence. In other words, personal service capabilities greatly improve the service orientation means that it has influence. Service orientation and business performance management and service orientation in relation to a significant positive influence. Service orientation, interpersonal service station business performance verification between the mediating effect is found to have a complete mediating effect. The implications of this study are as follows: This study via the service orientation, interpersonal service capabilities to influence the business performance implications can be found in that describes the hayeotdaneun. The findings of the Adult Services Competency telemarketers have a direct impact on the business performance showed, service orientation to mediate a positive impact on business performance showed that. From the perspective of the management of the relevant telemarketers effective internal marketing strategy for the establishment of executive agencies of the telemarketers themselves must change. First, telemarketers and service companies recognize that the service sector as practitioners of the need to change your perspective on the internal customer has. Iin the future, especially to the strengthening of personal service if you must be armed with service-oriented organization's vision and strategy accordingly presented properly working in the customer contact personnel actively telemarketer must assist customers to be serviced is. So break away from the existing management aspects of a customer oriented leave to guide the entire organization and to get out of the fact that the year is suggested. Essential role of telemarketers, and most important target is the representative. Representatives of telemarketers ignoring their unique feelings, needs driven by a one-sided Gospel According to St seungjinje the practice of annual salary and the ability to import jachit because side effects, contributed to the high representative and the appropriate award, in a good direction to staff who do not Motivation can be an effective reward system (incentives) must be enforced, will be needed. Addition, the company's business team and the wealth that serve as the operation of autonomous institutions clinic or center is required. Personnel responsible for financial and personnel operations and decision-making authority, and an independent assessment about the clinic or center of the structure of the high contribution of personnel management to increase achievement award will be a way.

농업경영 컨설팅의 효율적 운영방안 연구

양덕승 조선대학교 경영대학원 2006 국내석사

Management has also become a key factor for agriculture. In a global world, the survival of the fittest can only be alive in agriculture competing in an open market. Government has started to introduce private professional consulting to agriculture as a part of countermeasure. The time when the consulting has started in full- scale was year 1995 when bench marking and goal management system were reviewed to be introduced for agriculture management's renovation. With this background, facilitated gardening and total fund support system in livestock industry were introduced and with these support, agriculture management consulting has been done so far. The problems of agriculture management consulting are as bellows. Firstly, farmhouses focus on how they can have more profit doing farming, but consulting companies more focus on technical part such as accounts management, disease management than profit growing. Secondly, we don't have big sized consulting companies in Korea involving in public interest programs to protect nation's agriculture, but only small consulting companies are running their business focusing more on their own profit. Thirdly, there is not responsibility for consulting company on their consulting and, moreover, there is not feedback system in jurisdiction administrative organization. In addition, generally agriculture consulting is attached too much to specific field like livestock industry, and due to the difficulty of management evaluation by farmhouses, there is a limit for practical consulting. Fourthly, irregular execution and low quality of consulting happen due to mutual consent among agriculture consulting companies. The improvement ways for effective agriculture management consulting are as follows. Firstly, we needto attempt to improve the quality of consulting by rearing excellent consulting companies. We should authenticate appropriate consulting companies by evaluating them with their degree of professional human resources and consulting facility aids. Business registration should be obligated and public subscription targeting consulting companies with some degree of professional human resource should be done. In addition, applied companies should be evaluated in absolute evaluation by consulting authentication committee and only the ones with specific scores can be authenticated. These consulting companies should be tested their achievement later on so that they can be decided whether they can be authenticated continuously or not. Secondly, we need to strengthen standards to select consulting farmhouse and systemized it. Farmhouses wanting to have consulting should write which kinds of consulting they need, and then authentication committee should evaluate those proposals with examination team organized by relevant professional public servants. In order to have sizable consulting farm, targeted farm should be limited above some degree. To choose a farmhouse appropriate to local and item, selecting priority should be abolished and use it only as reference. Thirdly, after-management should be strengthened towards consulted farmhouse. In order to do so, local autonomous entity and farmer group should together conduct after-examination on a regular basis. When a farmhouse does not follow consulting result well,there should be some prevention method to warn them about their moral looseness. Fourthly, the items of consulting support should be extended to prepare agriculture environment change. Fifthly, there should be support fund amount standard according to items, business sizes and consulting contents. Sixthly, specified consulting organization should be formed within an agricultural research center to improve agriculture technical consulting and to offer graduated payment (about half) for research target farmhouse to lead budget decrease. Seventhly, when deciding a consulting target farmhouse, it will be more effective to reflect the group's opinion in terms of the item with its own group. Eighthly, local autonomous entity should select consulting applying candidates and consulting companies with groups by items (self-organized group, corporation, villages etc.) can be given priority and individual would be less prioritized. Ninthly, agriculture management diary and expenditure breakdown should be published or computerized and then distributed so that management record or consulting record can be written obligatorily. Tenthly, agriculture research organization among government's investmen organizations should conduct consulting by fields and it should be systemized and also reflect the results to a policy. Eleventhly, best consulting company should write incentive part when they make a contract with a selected farmhouseso that they can have incentive when they achieve above some degree. Twelfth, government should support to establish new consulting companies thatare able to conduct national programs with more budgets. Thirteenth, cyber consulting by fields should be done. Cyber consulting should be offered by big research center and every farmhouse that wants to use it should be able to access to it. Fourteenth, expected consulting companies should prepare standard test form and only companies under some level should be able to get consulting. Fifteenth, we need to train professional agricultural consultants with capacity and effective eyes on relevant information.

기업의 안전경영활동이 경영성과에 미치는 영향에 관한 연구 : K기업을 중심으로

조창열 조선대학교 경영대학원 2006 국내석사

Recently, various types of industrial disasters have been rapidly appearing in Korea. They may cause many losses in business performance such as productivity and quality etc. Therefore, many companies have been developing various safety management activities to reduce the losses. This study introduces various safety management activities effecting on business performance based on K company. To promote the business performance of the K company, we analyse the financial reports from 2001 to 2005. Also we introduced the various types of losses by industrial disasters, calculated industrial disasters losses of K company. This study reveals the significance of safety management activities in business performance and how much they improve business performance by the safety management activities. We analysed the fundamental causes of industrial disasters and proposed the solution. This study can be validated as the guideline to give a solution to a new safety management trial.

국내 중소 제약기업의 경영효율성 분석

양승철 조선대학교 경영대학원 경영학과 2017 국내석사

DEA모형은 현재까지 동종업종의 다른 기업들과 비교하여 분석상의 의사결정단위 DMU(Decision Making Unit)의 경영성과 정도를 제시해 줄 수 있는 좋은 분석도구로 평가를 받고 있다. 현재 DEA분석은 많은 산업분야에서 자주 활용되고 있지만, 국내의 제약기업을 대상으로 기업의 동태 분석과 관련된 연구들은 소수에 불과하고, 국내 제약기업 중 매출액 1,000억 원 이상 3,000억 원 이하의 중소제약 기업의 경영 효율성 평가를 통한 대안을 제시하는 연구결과를 제시하지 못하고 있는 실정이다. 이에 본 연구는 DEA 분석을 통해 국내 제약기업 중 매출액 1,000억 원 이상 3,000억 원 이하의 중소제약 기업의 경영 효율성 평가를 위하여 여러 가지 투입, 산출 요소를 선정하여 경영 효율성을 분석하고, 중소 제약기업들의 문제점 분석과 이를 극복할 수 있는 합리적 방안을 제시하고자 한다.

한국 자동차 기업의 조직문화 관리방안에 관한 사례연구

서성철 조선대학교 경영대학원 2017 국내석사

ABSTRACT A Case Study on the Organizational Culture Management Plan of Korea Motors Company Seong-cheol Seo Advisor : prof. Jong-rok Yoon, Ph.D. Department of Business Adminstration Graduate School of Chosun University The human has the unique character. Like this, organizations and companies have an unique characters too. Especially in case of companies, we call it the enterprise culture. The enterprise culture is important to understand its company and organization. So, it is essential that an enterpriser importantly consider their types or characters of the enterprise culture when a company accepts or implements new policies to increase their profit or revenue. Implementing new policies are required to view range of organizations and tempo, because there are various enterprise cultures and levels. In other words, it is really necessary for enterprisers to understand enterprise cultures precisely when taking policies in order to get their goal. This study is going to research the significance of an enterprise culture and how K motors establish an stable enterprise culture. We also look into success of business performance of K motors. After merging with Hyundai motors, K motors faced up to losing their own enterprise culture and workers were losing their motivation gradually. New CEO comes to K motors, and then he made various efforts to take enterprise culture newly. First above all, he did the design managements and started to make the identity of K motors's Design. That was first try among domestic motor companies. K motors design managements is consist of 3 parts of strategy. 1) Top manager of design department has all authorities about motor design. So. K motors design teams and organizations were getting stronger. Identity of K motors design were getting differentiation. 2) K motors has made their grille being like tiger nose and mouse. That makes what K motors design is. It means K motors has unique design. It is successful that K motors Management Philosophy come true by making family look and consistency 3) K motors has success to take their own design management philosophy. Also it consistently adheres to changing an enterprise culture and to creative thinking. It was basis of K motors success in international automobile market. Secondly, New Kia has done 4 projects. Encouraging communication (DOC : Design Our Communication). Inspiring working(DOF : Design Our Feeling). Making team creating synergy (DOT : Design Our Team). Improving ability(DOW : Design Our Work).These efforts I mentioned made K motors new enterprise culture. K motors turnaround. Their workers are fully satisfied with their cultures. These case said that empowerment and activating organization are important although members of organization received various compensation and assistant.