• Journal of Christian Education in Korea
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• v.78
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• pp.57-85
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• 2024

Purpose of the study: In order to utilize artificial intelligence-generated AI in educational ministry, this study analyzes the concept of artificial intelligence and generative AI and the educational theological aspects of educational ministry to find ways to efficiently utilize artificial intelligence ChatGPT in educational ministry. Contents and methods of the study: The contents of this study are. First, the contents of this study were analyzed by dividing the concepts of artificial intelligence and generative AI into the concept of artificial intelligence, types of artificial intelligence, and generative language model AI ChatGPT. Second, the educational theological analysis of educational ministry was divided into the concept of educational ministry, the goals of educational ministry, the content of educational ministry, and the direction of educational ministry in the era of artificial intelligence. Third, the plan to use artificial intelligence ChatGPT in educational ministry is to provide tools for writing sermon manuscripts, preparation tools for worship and prayer, and church education, focusing on the five functions of the early church community. It was analyzed by dividing it into tools for teaching, tools for teaching materials for believers, and tools for serving and volunteering. Conclusion and Recommendation: The conclusion of this study is that, first, when writing sermon manuscripts through artificial intelligence ChatGPT, high-quality sermon manuscripts can be written through the preacher's spirituality, faith, and insight. Second, through artificial intelligence ChatGPT, you can efficiently design and plan worship services and prepare services that serve the congregation objectively through various scenarios. Third, by using artificial intelligence ChatGPT in church education, it can be used while maintaining a complementary relationship with teachers through collaboration with human and artificial intelligence teachers. Fourth, through artificial intelligence ChatGPT, we provide a program that allows members of the church community to share spiritual fellowship, a plan to meet the needs of church members and strengthen interdependence, and an attitude of actively welcoming new people and respecting diversity. It provides useful materials that can play an important role in giving, loving, serving, and growing together in the love of Christ. Lastly, through artificial intelligence ChatGPT, we are seeking ways to provide various information about volunteer activities, learning support for children and youth in the community, mentoring-related programs, and playing a leading role in forming a village community in the local community.

• Asia pacific journal of information systems
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• v.20 no.4
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• pp.53-79
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• 2010

The study was originated from recognition that project participants' satisfaction should be Improved to raise project performance and to make progress of a successful project since the above dissatisfaction was operated as a danger factor of the project. The study selected one large-scale sample project and attempted measuring characteristics of the project, participants' satisfaction and project performance with the whole project participants. The study analyzed correlations between individual level (team members) and group level (development team), and examined what effect a sub project manager under complicated hierarchical organization of the large-scale project, namely PL (project leader)'s leadership style had on each individual project participant's satisfaction and what effect project uncertainty in organization/technology environment had on project participants' satisfaction and project performance. The study verified that development team (group) had an effect on team member (individual)-level project participants' satisfaction by disclosing that there was a significant dispersion among groups within project participants' satisfaction by each individual. It is analyzed that it is necessary to make improvement through approach by each pertinent team to raise individual-level project participants' satisfaction. The study also verified PL's ideal leadership under strict methodology and hierarchical control of the large-scale project. Based on the verification of the hypotheses, the results of the analysis were produced as follows. First, the development team affects the satisfaction level that an individual has when he/she participates in a project. This suggests that the satisfaction with project participation should be improved at the team level. In addition, the project management style and leadership orientation of the manager of a sub project who is mostly affected by the team proved to have a direct influence on the satisfaction with project participation and project performances. Second, both the performance-oriented leadership and the relationship-oriented leadership of the PL of the development team were verified to have a significant effect on the satisfaction of the team members associated with project participation. In other words, when the team members recognize that the PL of the development team shows both the performance-oriented leadership and the relationship-oriented leadership, their satisfaction with project participation increases accordingly. Third, it was verified that the uncertainty of the organizational environment significantly affects the satisfaction level when the PL of the development team exerts a relationship-oriented and performance-oriented leadership. The higher the uncertainty of the organizational environment is, the more the satisfaction with project participation decreases whereas the relationship-oriented leadership has a more positive effect on the satisfaction than the performance-oriented leadership style. Fourth, when the PL of the development team exerts the relationship-related and performance-related leadership, the uncertainty of the technological environment has a significant influence on the satisfaction level. The higher the uncertainty of the technological environment is, the more the satisfaction with project participation decreases whereas the performance-oriented leadership has a more positive effect on the satisfaction than the relationship-oriented leadership style. The result of the research on the uncertainty of the project environment suggests that when the development team leader exerts a relationship-oriented and performance-oriented leadership style, the uncertainty of the organizational environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the organizational environment, the more the satisfaction level decreases, and the relationship-oriented leadership style affects the satisfaction level more positively than the performance-oriented leadership style. In addition, when the development team leader displays a relationship-oriented and performance-oriented leadership style, the uncertainty of the technological environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the technological environment. the more the satisfaction level decreases. The performance-oriented leadership style as well affects the satisfaction level more positively than the relationship-oriented leadership style. Based on the above results, the research provides the following implications when handling multiple concurrent projects. First, the satisfaction with the participation in the multiple concurrent projects needs to be enhanced at the team (group) level. Second. the manager of the project team, particularly the middle managers should have both a performance-oriented and relationship (task and human)-oriented attitude and exert a consolidated leadership in order to improve the satisfaction of team members with project participation and their performances. Third, as the uncertainty factor of the technological and organizational environment among the characteristics factors of the project has room for methodological improvement depending on one's effort even though there are some complications, we need to continuously prevent and control the risks resulting from the uncertainties of the technological and organizational environment of the project in order to enhance the satisfaction of project participation and project performances. Fourth, the performance (task)-oriented leadership is required when there is uncertainty in a technological environment while the relationship (human)-oriented leadership is required when there is uncertainty in an organizational environment. This research has the following limitations. First, this research intended to select one large-sized sample project and measure the project characteristics, the satisfaction of all the participants associated with project participation, and their performances. Therefore, it is inappropriate to generalize and apply the result of this result onto other numerous projects. Second, as this case study entailed a survey to measure the characteristics factors and performance of the project, since the result value was based on the perception of project team members, the data may have insufficient objectivity. Third, though this research targeted on all the project participants, some development teams did not provide sufficient data and questionnaires were collected from some specific development teams among the 23 development teams, causing a significant deviation in the response rate among the development teams. Therefore, we need to continuously conduct the follow-up researches making comparisons among the multiple projects, and centering on the characteristics factors of the project and its satisfaction level.