• International Journal of Advanced Culture Technology
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• 제9권1호
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• pp.152-161
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• 2021

We study is to confirm the influence of the manager's learning support leadership perceived by the organizational members of small and medium-sized ICT companies on the learning agility and job satisfaction of the organizational members. In addition, this study was to confirm the relationship between learning agility and job satisfaction and the mediating effect of learning agility. To this end, the statistical package program SPSS 24.0 and SPSS PROCESS Macro Model were used for 352 copies. In other words, the results of analysis through frequency analysis, reliability analysis, factor analysis, regression analysis, and bootstrapping method to verify the established research hypothesis are as follows. First, the leadership of the manager's learning support showed a positive effect on job satisfaction. Second, the leadership of the manager's learning support showed a positive effect on learning agility. Third, learning agility was statistically significant in job satisfaction. Fourth, learning agility showed a mediating effect between learning support leadership and job satisfaction. As shown in the results of this study, it was shown that in order to improve the job satisfaction of organizational members, the learning support leadership of the manager and the learning agility of the members can be systematically improved. In other words, in terms of strategic human resource management and strategic human resource development, the organization was required to establish systematic systems and continue to implement them. In particular, there was a need for the development and operation of programs that could develop and improve competency for learning support leadership and learning agility.

• 한국콘텐츠학회논문지
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• 제6권6호
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• pp.109-116
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• 2006

이 연구는 한국의 경찰관 841명에게 설문조사를 실시하여 말콰드의 학습조직이론을 실증적으로 검증하였다. 23개의 경찰서와 경찰종합학교에서 설문을 수집하였고, 경찰서의 규모와 지역, 계급과 경과를 고려하여 표본을 선정하였다. 이 연구를 통해서 학습조직의 하위체계인 첨단기술의 활용이 학습조직이 실현되는 학습의 역동성에 직접적인 영향을 미친다고 검증되었다. 경찰 학습조직을 구축하기 위해서 경찰관리자가 첨단기술의 활용능력을 향상시켜 경찰조직을 학습조직으로 만들어야 한다. 학습조직이 되면 경찰관들은 문제해결을 위해 보다 넓은 분야에서 능력을 향상시킬 수 있고, 그런 발전이 있어야 경찰활동을 잘 수행할 수 있다.

• 대한공업교육학회지
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• 제37권2호
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• pp.1-19
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• 2012

본 연구는 중소기업 학습조직 담당자의 역할과 구체적 과업별 중요도와 수행수준에 대한 학습조직화 지원 사업에 참여한 중소기업의 학습조직 담당자들의 인식수준을 조사하여 교육수요를 파악하는데 목적이 있다 학습조직담당자의 역할을 혁신자, 운영자, 전파자, 촉진자 등 4개로 구분하고 구체적 과업을 20개로 정리하여 5점척도에 응답하게 하는 설문지를 개발하여 200여개의 중소기업에 배포한 결과, 123매의 응답이 회수되어 이를 기초로 교육요구분석을 실시하였다. 이 연구를 통해 나타난 연구결과를 요약하면 다음과 같다. 첫째, 학습조직화 담당자의 역할 중요도(요구수준)에 대한 인식은 현행수행수준(3.73) 보다 높게(4.36) 나타났고, 역할 중요도의 순서는 혁신자, 운영자, 전파자, 촉진자 순으로 나타났다. 둘째, 학습조직 담당자의 과업별 수행수준에 대한 인식정도를 살펴본 결과 중요도(요구수준)는 전반적으로 중급(4.1) 이상의 높은 수준이 요구된다고 인식하고 있는 반면, 현재 보유수준은 다소 낮은 것으로 나타났다. 셋째, 현재의 보유수준과 요구수준의 차이를 기초로 담당자에게 함양 또는 보강되어야 할 직무능력을 분석한 결과 학습조직 활성화를 위한 촉진활동, 학습조 리더 육성, KMS운영 및 성과창출 역량이 가장 시급한 것으로 나타났으며, 그 다음으로는 학습조 도입에 따른 조직의 변화관리 역량의 함양과 보강이 필요한 것으로 나타났다.

• 유통과학연구
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• 제13권6호
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• pp.105-118
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• 2015

Purpose - Currently, strengthening small and medium-sized enterprises (SME) in terms of competitiveness is a key economic issue. However, the problem is that many SMEs lack the internal competence required to cope with a rapidly changing market structure. Such problems can act as an obstacle to economic development, yet most SMEs in Korea are dealing with this problem today. A company's source of competitive advantage is changing from quantity to quality, facility to knowledge, and hardwork to creativity. Under such circumstances, a company should place learning and sharing of knowledge and continuously creating new knowledge as its priority. This study aims to identify the effect of a chief executive officer's (CEO) compassion and forgiveness - positive factors in organizational emotion - on learning organization activities and organizational performance, through a theoretical comparison. Research design, data, and methodology - For this study, SMEs based in Daejeon and Chungcheong area were selected. To secure credibility of the data, the subjects were selected among those who have been working at the business for six months or longer. The survey was conducted for 30 days from March 5, 2015 to April 5, 2015. Both offline and online surveys were conducted. Fifty companies were chosen and 700 questionnaires were distributed, with 506 used for analysis. Fifty subject companies (25 from Daejeon, 10 from Chungnam, 10 from Chungbuk, and five from Sejong) were selected and the objective, target, and survey content were explained to a manager at each company either face-to-face or on the phone. Of the total of 700 questionnaires distributed via mail or e-mail, 78.6% or 550 copies were returned. Excluding 44 insufficient questionnaires, the remainder, 506 questionnaires, were used for analysis. Results - This study analyzed how the CEO's compassion and forgiveness affects learning organization activities and organizational performance. First, compassion of the CEO at the SMEs directly affected the learning organization activities and indirectly affected the organizational performance. Second, forgiveness of the CEO at the SMEs did not affect the learning organization activities and organizational performance directly or indirectly. Conclusions - The study conclusions are as follows. First, CEO compassionate behavior at the SMEs was a significant variable that directly and indirectly affected learning organization activities and organizational performance. Therefore, the CEO of an SME can create a positive organizational atmosphere through compassionate behaviors in the organization. Second, the forgiving behavior of the CEO did not have direct or indirect effects on learning organization activities and organizational performance. However, the reason for a CEO to continue his or her forgiving behavior is because it strengthens employee resilience, commitment, and self-efficacy to protect the organization from negative influences such as layoffs, risks, and wrongdoings. The action of forgiveness does not have direct or indirect effects. However, the CEO shall continue such behavior to strengthen members' physiological resilience, commitment, and self - effectiveness, and to protect the organization from risks including layoff and external negative factors.

• 한국병원경영학회지
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• 제18권4호
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• pp.54-77
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• 2013

This paper is a comparison study about leadership training transfer factors between physicians working in large scale hospitals and managers working in firms. To fulfill this purpose, this study conducted a regression analysis on 101 managers and 59 physicians who had attended similar leadership training programs more than 16 hours recently in order to identify the differences on the learning transfer factors. 6 factors such as Learner readiness, Performance self-efficacy, (so far as Trainee Characteristics group), Organization Culture, Supervisor's tangible incentives and Supervisor's intangible support, (so far as Work environment group), Content Validity & Transfer Design (so far Training Design group) were used as independent variables while the personal Managerial Capability Increase and Leadership Capability Increase were used as dependent variables. And also we used 5 factors as control variables ; Job style (Manager or Physician), Age, Gender, Working years and Organization size. Here are the summary of major findings ; first, there were statistically significant differences between the learning transfer factors in leadership training programs for managers and those of physicians. Second, there were also statistically significant differences among trainees' working years and their organization size factors while age and gender do not affect the learning transfer factors. Third, for the physician's leadership training the practitioners should focus on two factors ; Organization Culture and Learner readiness.

• 동굴
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• 제64호
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• pp.27-36
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• 2004

자연동굴은 생태환경교육의 장이며 주요한 관광자원으로 이용가치가 매우 크다. 그러나 현재 개방된 관광동굴의 경우 관리보존상의 많은 문제점을 나타내고 있다. 본 연구의 목적은 우리나라 관광동굴의 관리실태와 문제점을 살펴보고 대안적인 동굴관리체계에 대해 논의하고자 한다. 검토결과 대부분의 관광동굴이 '천연동굴 관리보존지침' 을 제대로 시행하지 않거나 체계적인 관리운영이 이루어지지 않고 있는 것으로 나타났다. 그리고 동굴관리자를 대상으로 설문조사한 결과 동굴관리자의 근무환경 개선, 관광객에 대한 교육, 동굴관련 문화재보호법의 개정, 동굴관리자에 대한 전문가 교육이 요구되었다. 향후 지속가능한 관광을 위한 동굴관리 및 보존을 위해서는 동굴관리의 주체라고 할 수 있는 행정기관, 동굴관리자, 관광객의 상호협력적인 관리체계와 동굴내외부의 환경변화에 대한 세부적인 데이터베이스를 체계적으로 관리할 수 있는 동굴관리정보시스템의 구축이 필요하다.

• 한국지능정보시스템학회:학술대회논문집
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• 한국지능정보시스템학회 1999년도 추계학술대회-지능형 정보기술과 미래조직 Information Technology and Future Organization
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• pp.111-120
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• 1999

Although the concept of viewing knowledge as a critical resource has been widely accepted in prior studies, it is not fully understood how to acquire available knowledge in order to improve organizational effectiveness. However, it si sure that organizational knowledge management should pursuit the achievement of the business goal by delivering relevant and useful information to the right person at the right time. Group Support System (GSS) can play an important role to transfer scatter information into meaningful business knowledge for supporting strategic corporate decision-making. This study proposes a fuzzy GSS framework for acquiring workgroup knowledge from individual memory and aggregating workgroup knowledge to organizational knowledge. This study also proposes an architecture to support the fuzzy GSS framework. The architecture consists of user agents, information management agents, and a fuzzy model manager. To illustrate how the fuzzy GSS framework can be used to support the whole process of organization knowledge acquisition, an Internet-based GSS was developed and applied in a marketing decision process. It showed that the framework was effective for acquiring organizational knowledge.

• 마케팅과학연구
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• 제8권
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• pp.111-138
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• 2001

본 연구에서는 판매원성과의 결정요인을 분석하기 위해 자동차 판매원들을 대상으로 조사 를 실시하였다. 분석의 결과, 변혁적 리더십과 거래적 리더십, 시장지향성, 조직분위기 등의 조직특성변수의 일부가 판매원 성과에 유의적인 영향을 미치는 것으로 나타났고, 개인특성 변수로는 성취욕구, 내적 동기부여, 학습목표지향, 자기효능감이 양(+)의 유의적인 영향을 미 치고 외적 동기부여는 음(-)의 영향을 미치는 것으로 나타났다. 이에 대한 관리적 시사점을 제시하고 연구의 한계와 미래 연구방향을 제시하였다.

• 간호행정학회지
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• 제4권1호
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• pp.89-105
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• 1998

Modern organizations, both complicated and complex, operate in an economic climate of· turbulence and rapid change. And Today's healthcare environment is changing, driven by demographic, environmental. social, political and technological forces. In actual practice, the organization usually depend on several factors such as economic state of organization, managerial strategies, a synthesis of several theories that reflect individual biases, specific circumstances, and practical realities. These rapidly changing healthcare environment and professional nursing practice need a strategy for the organizational development and goal attainment. An understanding of organizational culture could help managers enhance or expand their management strategy, thus increasing the probability of their success in the organization. Organizational culture is an abstract, yet potent managerial concept. With roots in several disciplines, several perspectives and definitions of organizational culture have emerged. The concept of organizational culture has been rapidly introduced into the academic and organizational world, with the much attention to the excellent companies that have continued rapid grow th despite the overall world economic recession in the late of 1970s. Organizational culture is the combination of the symbols, language, assumptions, and behaviors that overtly manifest an organization's norm and values. It is the taken-for-granted and shared meanings people assign to their social surroundings that can have a profound effect on an organizaitonal decision making and performance. For attaining a organizational goal and developing organization, it is necessary to put emphasis on developing organizational culture. It has to set organizational culture well understood by its members as an instrument to achieve the organizational goals. Both Manager and staff can focus and act on the values identified. Also, managers will exhibit better decision making capabilities because they are guided by perception of the organizational values. Therefore, understanding of organizational culture could give a strategy for organizational development that assist hiring personnel, orienting new comers, facilitating organizational change and promoting learning and so on. But their is few study on nursing organizational culture in Korea. Moreover they have not had a clear definition of Korean nursing organizational culture. Therefore, it is necessary to lay down definition of Korean nursing organizational culture and fine out real factor of Korean nursing culture. For defining a definition of Korean nursing organizational culture, this study assessed several definitions of organizational culture, factors of culture, types of culture, and functions of culture through book review.

• 한국유통학회지:유통연구
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• 제17권3호
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• pp.93-113
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• 2012

갈등에 대한 다양한 연구가 이루어졌음에도 불구하고, 갈등해결을 통한 관계학습의 관점에서 조직적(interorganizational)으로 접근한 연구는 매우 부족한 실정이다. 본 연구에서는 갈등해결 매커니즘을 통해, 유통경로 구성원들이 어떻게 관계학습을 구축할 수 있는지, 그리고 이것들이 경로관계의 성과에 어떠한 영향을 미치는지 살펴보고 있다. 이와 같은 목적으로 국내 유통업체의 협력업체 영업담당자 490명을 대상으로 설문조사를 실시한 결과, 갈등해결에 있어 협력행동은 관계학습의 세 가지 과정인 정보공유, 공동이해와 해석, 관계특유기억 모두를 강화한 반면, 회피행동은 정보공유만 약화시키는 것으로 나타났다. 공동이해와 해석, 관계특유기억은 유통경로의 성과인 효과성과 효율성을 강화시킨 반면, 정보공유는 성과에 영향을 미치지 않았다.