• Strategy21
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• s.46
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• pp.205-238
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• 2020

The origin of mission command can be traced to the era of the Prussian military reforms led by General Gerhard von Scharnhorst after defeats in battle of Jena and Auerstadt in 1806 against Napoleon I. Mission Command is the conduct of military operations through decentralized execution based upon mission-type orders. Commanders issue mission-type orders focused on the purpose of the operation rather than details of how to perform assigned tasks. The mission command has become the command philosophy of the German military and recently many countries in the west accept it as a command philosophy. This study compare and analyze the Battle of St. Vincent and the Battle of Jutland to make sure if the army-initiated mission commands were also useful for the navy. From the late 18th century, represented by the era of Nelson, Royal navy changed from the inherited rigid command culture to guaranteeing the disciplined initiative of its subordinate commanders. In the Battle of St. Vincent in 1797, Nelson acted contrary to the commander's orders at the crucial moment, which gave Britain a decisive victory. On the contrary more than 100 years later, the command culture of the Royal navy changed into a centralized command culture. In the Battle of Jutland in 1916, Royal Navy couldn't win because the rigid command culture did not guarantee initiative of subordinate commanders and subordinate commander's passive attitude of waiting for the commander's instructions even at critical moments. Therefore, a mission command that guarantees the initiative of subordinate commanders is a useful concept even in the navy because it makes subordinate commanders to take full advantage of a sudden change in battle. Today's advanced information and communication technologies have raised questions about mission command. But even advanced technology can't completely eliminate the fundamental nature of the war-the fog of war. War is chaotic and unpredictable. In the flood of lots of informations, senior commander's judgement is not always right because he(she) is also human, he(she) can make mistakes. In the age of informatization, mission command is still effective because it involves increasing interaction and synergy between senior and subordinate commanders by ensuring their independence. Therefore ROK navy also needs to activate mission command. ROK navy must dismantle the zero-defect mentality and apply from educations as Prussian did to establish a mission command culture.

• CRM연구
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• v.3 no.2
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• pp.43-68
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• 2010

One of the recent research trends that universities are increasingly adopting the concept of 'customer' and the customer-oriented strategy has urged us to research enterprise-wide CRM strategy adaptable to university administration. As the first step of CRM strategy for university management, we try to validate the difference of CRM strategic factors among university types. Drawing upon both CRM process and customer equity drivers, which have been recognized as core frameworks for CRM strategy, we developed those survey instruments adoptable into university industry, and validated statistically-significant difference among 12 types of university group constructed by the levels of university evaluation and the location of the universities. We collected 261 responses from 177 universities from all over the country and analyzed the data to see the levels of CRM processes consisting of customer acquisition, retention, and expansion, and customer equity drivers consisting of value equity, brand equity, and relationship equity by using multivariate ANOVA(MANOVA). The result confirms the explicit differences of the levels of CRM processes and customer equity drivers between the groups by university evaluation levels(high/middle/low). However, the analysis failed to show the significant differences of those between the group by university locations(the capital/the suburbs/the six megalopolises/other countries). More specifically, the level of activities for customer acquisition and retention of the universities in the higher-graded group are significantly different from those in the lower-graded group from the perspective of CRM process. In terms of customer equity drivers, the levels of both brand equity and relationship equity of the higher-graded group are significantly higher than those of both middle and lower-graded group. In addition, we found that the value equity between the higher and lower-graded groups, and the brand equity between the middle and lower-graded groups are different each other. This study provides an important meaning in that we tried to consider CRM strategy which has been mainly addressed in profit-making industries in terms of non-profit organization context. Our endeavors to develop and validate empirical measurements adoptable to university context could be an academic contribution. In terms of practical meaning, the processes and results of this study might be a guideline to many universities to build their own CRM strategies. According to the research results, those insights could be expressed in several messages. First, we propose to universities that they should plan their own differentiated CRM strategies according to their positions in terms of university evaluation. For example, although it is acceptable that a university in lower-level group might follow the CRM process strategy of the middle-level group universities, it is not a good idea to imitate the customer acquisition and retention activities of the higher-level group universities. Moreover, since this study reported that the level of universities' brand equity is just correlated with the level of university evaluation, it might be pointless for the middle or lower-leveled universities if they just copy their brand equity strategies from those of higher-leveled ones even though such activities are seemingly attractive. Meanwhile, the difference of CRM strategy by university position might provide universities with the direction where they should go for their CRM strategies. For instance, our study implies that the lower-positioned universities should improve all of the customer equity drivers with concerted efforts because their value, brand, and relationship equities are inferior compared with the higher and middle-positioned universities' ones. This also means that they should focus on customer acquisition and expansion initiatives rather than those for customer retention because all of the customer equity drivers could be influenced by the two kinds of CRM processes (KIm and Lee, 2010). Surely specific and detailed action plans for enhancing customer equity drivers should be developed after grasping their customer migration patterns illustrated by the rates of acquisition, retention, upgrade, downgrade, and defection for each customer segment.

• International Journal of Quality Innovation
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• v.8 no.3
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• pp.23-34
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• 2007

Many practitioners strive to increase the efficiency of their product development. In addition, smaller companies must satisfy customers' expectations of their product development. These expectations can be e.g. use of specific methodologies such as Lean Product Development (LPD) and/or Design for Six Sigma (DFSS). This study attempts to identify differences and similarities between these methodologies and the connection between them. This comparison is of interest to practitioners that must choose a strategy for their product development as well as to researchers. The aim of both methodologies is to reduce waste and time of development and to raise the quality of a product at the very roots of the product: its development. LPD and DFSS help development managers to structure projects and focus as much as possible on customer expectations and satisfaction.

• ETRI Journal
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• v.36 no.5
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• pp.808-818
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• 2014

To deal with the major challenges of embedded sensor networks, we consider the use of magnetic fields as a means of reliably transferring both information and power to embedded sensors. We focus on a power allocation strategy for an orthogonal frequency-division multiplexing system to maximize the transferred power under the required information capacity and total available power constraints. First, we consider the case of a co-receiver, where information and power can be extracted from the same signal. In this case, we find an optimal power allocation (OPA) and provide the upper bound of achievable transferred power and capacity pairs. However, the exact calculation of the OPA is computationally complex. Thus, we propose a low-complexity power reallocation algorithm. For practical consideration, we consider the case of a separated receiver (where information and power are transferred separately through different resources) and propose two heuristic power allocation algorithms. Through simulations using the Agilent Advanced Design System and Ansoft High Frequency Structure Simulator, we validate the magnetic-inductive channel characteristic. In addition, we show the performances of the proposed algorithms by providing achievable ${\eta}$-C regions.

• Journal of Educational Research in Mathematics
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• v.8 no.1
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• pp.279-289
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• 1998

Main stream of ’90s mathematics education in the U.S must be the NCTM Standards. Since it was published in 1989, much focus has put on it and numerous research has been tried to apply it to real mathematics classes. But there hasn't always good fame. Some schools have already mathematics. NCTM(1998), Standards and Principles for School Mathematics: Discussion Draft taken the curriculum based on it and recently the negative results have been exposed. Not a few parents, teachers and experts became to be worry about that. In this situation, I suppose it is worth to review the original purpose of Standards, look into the recent problems related to it's application and think of improvement or alternatives. This article mainly includes first two issues and particularily considers what problems are to have to be reconsidered in Korea. The following four are what I draw as problem: Basic operations; constructivism;texts and work books;trial and error strategy and group activity.

• The Journal of Korea Robotics Society
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• v.3 no.3
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• pp.245-254
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• 2008

Recently, many vision-based navigation methods have been introduced as an intelligent robot application. However, many of these methods mainly focus on finding an image in the database corresponding to a query image. Thus, if the environment changes, for example, objects moving in the environment, a robot is unlikely to find consistent corresponding points with one of the database images. To solve these problems, we propose a novel navigation strategy which uses fast motion estimation and a practical scene recognition scheme preparing the kidnapping problem, which is defined as the problem of re-localizing a mobile robot after it is undergone an unknown motion or visual occlusion. This algorithm is based on motion estimation by a camera to plan the next movement of a robot and an efficient outlier rejection algorithm for scene recognition. Experimental results demonstrate the capability of the vision-based autonomous navigation against dynamic environments.

• Korean System Dynamics Review
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• v.13 no.1
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• pp.5-40
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• 2012

This study focus on oriental way for Win-win leadership of modern time using systems thinking approach. We constructed concept, 'Modesty Leadership' from oriental bible- Tao Te Ching, Change Ching, the Analects of Confucius. This work described in the paper based on case collected from 2011 Seoul city mayor election in the Korea. There are three initial aims : to confirm what feedback loop affected approval rating, to determine how these feedback interacted and to establish the significance of cognitive mapping. The use of system thinking to model cognitive mapping of political election untraditional approach in study of oriental bible. This approach is valuable in that it can be to understand management strategies and their effect on decision making.

• Journal of Information Technology Applications and Management
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• v.21 no.4_spc
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• pp.449-462
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• 2014

As mobile traffic is growing, the demand for spectrum is increasing but the deficiency of spectrum becomes serious as the supply is restricted essentially. For resolving the issue, spectrum sharing system is discussed from the technical and regulatory point of view, where multiple radio users occupy same frequency. In this paper, the policies and adoptions of spectrum sharing system in some countries are analyzed with a focus on TV white space and licensed shared access, which are based on unlicensed and licensed spectrum usage respectively. Some legal and regulatory plans to adopt and activate spectrum sharing in the Radio Waves Act system of Korea are proposed as well.

• Journal of Information Technology Applications and Management
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• v.21 no.4_spc
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• pp.501-516
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• 2014

Rapidly shifting to aging population is a global trend, and one of the challenging issue for the government, business and welfare perspective. In this paper, we focus on application potentials of information and communication technologies, to capture the insights for effectively coping with population aging issue. As the research for silver ICT field is rather limited, we adopt case study research method to extract policy implications and related foundation research agenda. As such, we first investigated comprehensive up-to-date trends, cases for innovative ICT applications, and policy initiatives mainly from the works of OECD nations. With reference to the review findings, we propose policy implications and guidelines for ICT innovations which contributes better quality of life and continuing job opportunities for silver population. The results provides insights for government policy initiative and further research in silver ICT area.

• International Journal of Contents
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• v.7 no.4
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• pp.90-97
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• 2011

This study identifies how management theory and philosophy work in conjunction with and support one another as both are critical to understanding leadership concepts and viewing the design organization holistically in terms of organizational behavior and performance. This paper analyses data from an in-depth single-case study at management in interior design organization in Korea. Two new 'most efficient and effective way' to achieve the goals of the design organization has been launched. The first was organizational behavior and performance, and the second a needed new paradigm of management skills. Organizational culture affects organizational effectiveness in design because it can (a) provide an organization with a competitive advantage, (b) improve the way an organizational structure works, and (c) increase the motivation of designers to pursue organizational interests. Moreover, the result of research creates paradigm of thinking that how leaders in the design organization need to focus on innovative and strategic systems to gain competitive advantage and enter global markets; a key inter-organizational cooperation strategy to achieve a targeted goal.