生産管理의 發展史 小考

李順龍 동국대학교 경영관리연구소 1975 經營經濟論叢 Vol.2 No.-

조직 및 인사관리에 있어서 Paradigm의 전환 : 분권화와 개인화

Drumm, Ju¨rgen,드럼, 한스 유르켄 동국대학교 경영관리연구소 1994 經營經濟論叢 Vol.18 No.-

人事管理(HRM)上 沒入모델의 現實的 適用에 關한 硏究

魯淳圭 동국대학교 경영관리연구소 1992 經營經濟論叢 Vol.16 No.-

Personnel management is one of most complex and challenging fields of business administration. Not only must the firm's requirements for an effective work force be met, but also the employee should be treated simultaneously as an instrument of the firm and human being. The process of personnel manageent is the planning, organization, diresting and separation of human resources. Individual, organizational, and societal objectives must be accomplished. The three authority models be Lodge et al. describe different patterns of management and can be helpful in understanding HRM. These models are proprietary individualism, collective adversarialism, and consensualism. The management of human resources, responding to powerful external and internal forces, is in a state of significant change. The new HRM model which is composed of politics that promote mutuality will elicit employee commitment, and yield both better economic performance and greater human development. This commitment model is replacing the control model. The differences of the control model and the commitment model are job design, performance expectation, management organization, competition politics, employment assurance, employee voice politics, labor-management relations and management philosophy. The commitment model has been increasingly adopted in American industries, especially newly founded enterprises and new plants. The trend toward the commitment strategy is extensive, affecting a large number of plants and a growing number of offices in a very diverse set of industries. High performance organizations require high commitment work system, and more highly committed work forces require a radically different management model. And Korean firms begin to adopt the commitment model, and the effect of this new attempt will be quite important with regard to performance and the prevention of quit of valuable human resources.

戰略的 經營을 爲한 生産戰略의 內容

朴相範,李敎相,吉鍾九 동국대학교 경영관리연구소 1989 經營經濟論叢 Vol.13 No.-

The enterprise can grow up and continue to exist, when it pursues the business strategy which properly copes with the management condition and the change of industrial structure. As the business strategy is a means of attaining the goal of the enterprise, it is an all-out plan containing all parts for long - term purposes, and it is a king of operation which harmonizes supply of resources with distribution. As the ultimate goal of the business strategy lies in having an advantage over a rival company, the substances of the competition strategy are a differentiation and an advantage and a focus strategy. The cost leadership strategy can minimize costs and make profits above the average through effective economy, accumulation of experience, cartailment of indirect cost and an outlay for advertisement. However, the cost leadership strategy can't disregard the quality of the goods and service. As the differentiation strategy has an advantage over a rival company through the quality of the goods and the design based on up - to- data technology, it can also make profits above the average in business. Even by the differentiation strategy, the advantage in cost can't wholly be disregarded. But only in the order of priority, the differentiation strategy gets the lead.. While the subject matters (substances) of the business strategy are a long - term object of the enterprise and a distribution of resources, the production strategy is a long - term goal that the production parts pursue. The goals of the production fields are productivity, delivery, quality, delivery speed, adaptability, design and so on. As these subjects are related to "trade off", the establishment of the subject on the order of priority is required. In other words, when the competition strategy of the enterprise consists in the advantage in cost, the goal of the production part lies in productivity and efficiency. And when the enterprise pursues the differentiation of the competition strategy, the object of the production part lies in quality, adaptability, diversification and design. In the courses of all the policy decisions, the competition strategy and the production strategy as a goal of part must be kept consistent and be harmonized.

企業의 經營成果 決定要因에 關한 理論的 硏究

趙熙榮,金鍾澤 동국대학교 경영관리연구소 1994 經營經濟論叢 Vol.18 No.-

This Study is designed to present a model that to approach the factor theoretically which gives an extante effect to the management performance of the enterprise. Since the management performance is generally discussing expost evaluation item or factor, it is used as a concept to measure comparative analysis and effect. But this result indicator has also effective action and it is natural that this effect brings out the result. The result indicator of management performance, undoubtedly, has a lot of problems to complement, examine closely and to research qualitive, subjective, infinancial indicator in the future. However, there are many parts of influence factors that has to be studied as factor to management performance. As the document has been researched up to now, many paper is usually presented that management environment, management strategy, management system are appeating on the stage as an management effect, These papers studies fragmentrily environment and managemant strategy and management performance. Management performance effect has simply not only a few factor but also complex factors that is to say a lot of factors, interaction and reaction etc. such as enviroment(include culture), strategy, system, abillity. This study include positive analysis that can contemplate, arrange and prove these things with per-published document as a central figure from this point of view. it is singificant to set up and evolve following hypothesis. First, Hypothesis about relation management performance and enterprise environment Second, hypothesis about relation management performance and enterprise strategy. Third, hypothesis about relation management performance and enterprise ability. Forth, hypothesis about relation management performance and enterprise strategy, enterprise ability, mutual relation. Fifth, hypothesis about relation management performance and enterprise environment, enterprise steategy, mutual relation.

造船所 資材管理의 電算化에 關하여 : 데이터뱅크 作成을 中心으로

洪永植 동국대학교 경영관리연구소 1976 經營經濟論叢 Vol.3 No.-

公共企業體의 獨立採算制에 관한 硏究

吳有善 동국대학교 경영관리연구소 1974 經營經濟論叢 Vol.1 No.-

소프트웨어·재화·서비스의 품질특성차이에 대한 이론적 고찰

오지연 동국대학교 경영관리연구소 1995 經營經濟論叢 Vol.19 No.-

소프트웨어 品質의 프로그램 展開모델에 관한 考察

李順龍,錢東源 동국대학교 경영관리연구소 1994 經營經濟論叢 Vol.18 No.-

The purpose of this study is to suggest the model required in the course of controlling S/W quality. The approach this study took to define S/W development control approach is summerized as follow: o S/W development control approach can be broken down three orientations. - process efficiency-oriented - process function and maintenance-oriented - contribution to substantial system-oriented Quality functin Deployment(QFD) used in industrial product field is one of the concepts related contribution to substantial system-oriented approaches. This study suggests S/W Quality Program Deployment Model(see `FIGURE 1') and S/W quality control by this model. ◁표 삽입▷ (원문을 참조하세요) o Usefulness of this model is summerized as follow : - common-sence between the S/W developer and user and prevention of required information omission - object-oriented thoughts - the degree of program quality importance set-up Now, I need to make every effort of the research for abstracting of standardized quality factors and criteria and attempting quality characteristics in quantitative manner.

經營者의 持分所有가 企業成果에 미치는 影響에 관한 硏究

金永萬 동국대학교 경영관리연구소 1992 經營經濟論叢 Vol.16 No.-

In our nations, the dispersion of shares was not especially made up in the 1980's and the growth of capital market, that is securities market, has been weak. But recently by reason of foreign countries opening pressure to our capital market, government's efforts and corporate's voluntary recognition. the dispersion of many corporate shares has been made and securities market that are developing is tendency. This study presents theoretical approachs for the managerial ownership structure and findings of corporate perormance. The primary empirical results of this study can be summarized as follows : (1) Differences of management ownership ratio and corporate performance between groups are statiscally significant. (2) Blockholders ratios are statisticaily significant of corporate performance in total sample and plutocracy group. (3) Ownership structure of institutional investors is statisticaily significant in total samples and non-plutocarcy group. (4) Fixed dept/total assets(market price), Market dorminant corporate, market dorminant-plutocracy group, In total assets(market price) and institutional investors variables are statistically significant and positive with corporate performance in regression of total samples. (5) Fixed dept/ total assets(market price), Market dorminant corporates appears as statistically significant positive factors in regression of plutocarcy group.