• Journal of Families and Better Life
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• v.20 no.2
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• pp.43-56
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• 2002

While there is universal agreement that the ecosystems approach to family resource management is the must influential currently, questions have arisen about the broad applicability of the Deacon & Firebaugh (1988) ecosystems framework. Engberg (1996) has characterized the dominant approach in family resource management as technical and argued that a technical approach substantially restricts feasible actions in much of the world and should not be used in ethical practice. The purpose of the present paper is to compare the family resource management patterns by dual role manager of business owning families in Korea and The United States. Such a comparison is an essential step in the assessment of the usefulness of the Deacon & Firebaugh framework, in particular, and the ecosystems framework, more generally. Korean respondents are 105 family and business managers interviewed in 2000 as part of a survey of owners of small to medium size family business enterprises in Seoul. U.S. respondents are 259 dual role managers in the National Family Business Survey (NFBS 1997). Chi squared statistics indicated country differences on each of the ten(goal setting, standard setting, demand clarification, resource assessment, action sequencing, actuating, checking, adjusting, demand responses, resource change)management practices. Mean responses on eight of the practices(goal setting, standard setting, action sequencing, actuating, checking, adjusting, demand responses, resource changes) were significantly different between two countries. U.S. total score means of family resource management were higher than Korea. Factor analysis of the management scale items yielded different patterns for Korea, and the United States. Korean dual role manager of family business were categorized into three different patterns as classic oriented manager, goal oriented manager, action oriented manager and U.S. were categorized into Process oriented manager and Production oriented manager. Both the number of managerial strategies and the types of strategies used varied in the two countries.

• Journal of Construction Engineering and Project Management
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• v.2 no.2
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• pp.28-35
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• 2012

Critical to project success is effective stakeholder management. This paper presents a challenge for the project manager who uses traditional approaches to manage mid-level stakeholders in an organization. Dual roles of a mid-level stakeholder (as a stakeholder of a project and as an agent of the corporate) may cause problems that would result in difficulties for project managers in identifying the stakeholder's attributes and overcoming hierarchical authority expectation. However, the dual roles of the stakeholder result in its weakness in the project-stakeholder relationship. Can a project leverage its strategic role for effective upward influence by linking project objectives to corporate strategic objectives? To address this research question, case study method was used to gain a deeper understanding of mid-level stakeholder's salience. This research proposes an upward influence strategy to embed a project-stakeholder relationship in a hierarchical stakeholder network.

• 중국학논총
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• no.70
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• pp.139-167
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• 2021

The aspect of consciousness of drifting people expressed in Wang Shizhen's works accurately reflects the trajectory of his life. Living in the environment of the people, he had to play a dual role in caring for and managing the people's society while serving as a manager of Qing dynasty in the home of the people during his youth. In the middle age, when Qing Dynasty was already stabilizing, the consciousness of drifting people gradually disappeared as the wounds and pains of the past were gradually diluted, showing a tendency to take care of life and return to their hometowns.

• Journal of the Korea Institute of Building Construction
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• v.24 no.2
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• pp.239-248
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• 2024

The adjustment in guidelines for quality certification of recycled aggregate permitted the Quality Control Manager of a company specializing in recycled aggregate quality certification to concurrently assume the role of Environmental Management Manager. Analysis of the outcomes from the 2023 recycled aggregate quality certification follow-up management audit conducted by the certification agency revealed that in 95 out of 242 cases, constituting approximately 39% of the total cases, individuals held concurrent positions. Following the regulatory revision, there has been a notable proliferation of concurrent roles across various enterprises. Concerns arose regarding the potential neglect of quality control for certified recycled aggregates in comparison to scenarios where individuals are solely responsible for specific duties related to quality and environmental management. Audit results encompassing six aspects, including waste management, were evaluated on a scale of 6 points. A comparative analysis was conducted between the outcomes of 147 cases managed by dedicated personnel, as previously practiced, and 95 cases managed by individuals with concurrent roles. Although the average score of the latter group was marginally lower, no statistically significant disparity was observed between the two groups. Consequently, apprehensions regarding the oversight of quality control stemming from the allowance of concurrent roles appear unfounded. Within the context of recent regulatory revisions, permitting concurrent roles in managerial capacities is deemed an appropriate relaxation of regulations.