• Journal of National Security and Military Science
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• s.15
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• pp.153-192
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• 2018

The purpose of this study is to verify the relationship between mission-oriented Command, organization efficiency, organization culture of 626 field officers in JFMU. Firstly. the study found that decision making in the relationship between mission-oriented command and organization efficiency had negative effect on job satisfaction. Planning and trust lead to positive effect on job satisfaction and organizational commitment and no significance in self decision. Secondly, mission-oriented command may differ depending on the types of organization culture and organization culture has positive effect on job satisfaction and organizational commitment. Thirdly, mission-oriented command has some effect which derives from its impact on organization efficiency that also effects rational culture and rank hierarchy culture. These study results suggest different measures in terms of practice and policy. Firstly. within the military organization, precise communication will lead to job satisfaction without unnecessary overload of communication. Also. we have rationale culture, agreement culture and rank hierarchy culture forming our organization culture. There is a need to apply elements of mission-oriented command depending on the types of organization culture. Secondly, to maximize organization performance through mission-oriented command, we have to strengthen the rationale and rank hierarchy cultures and especially introduce development culture which should be established within the military organization.

• Korea Journal of Hospital Management
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• v.18 no.1
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• pp.70-87
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• 2013

This study investigated contents of mission statements for Strategic Management of hospitals in Korea and Japan. For the study, 44 tertiary care hospitals in korea, which were accredited by the Ministry of Health and Welfare, were selected. And 83 special functioning hospitals in Japan, which were approved by the Minister of Health, Labour and Welfare, were included. Both quantitative and qualitative analyses were conducted by classifying 5 components of the mission statement; market, service, philosophy, image, contribution. Findings from this study are as follow. First, hospitals in Korea emphasized image(93.2%) and philosophy(81.8%) components in their mission statements, whereas hospitals in Japan highlighted components of service(89.2%) and market(72.3%). In detail, mission statements of Korean tertiary care hospitals describe the components of hospital's image (93.2%), philosophy(81.8%), contribution(56.8%), market(22.7%) and service (18.2%) in order. On the other hand, mission statements of Japanese special functioning hospitals describe hospital's service(89.2%), market(72.3%), contribution(61.4%), image (49.4%) and philosophy(34.9%), respectively. Second, as results of Content analysis, there were some differences in mission statements of hospitals between two countries, and it is mainly from the divergences of standards for recognition of medical institutions, environmental factors, and different ways of mission statement description. For strategic hospital management, carrying out innovative restructuring organization or promoting of research and training for medical development is considered as a desirable approach. However, clear description of mission statement is more important and it is required for effective control and managing organization. And then the mission should be communicated within an organization so all internal members understand it and put their efforts to achieve the mission of organization. In conclusion, it is recommended that a leader and senior managers should re-evaluate its mission statement whether it reflects characteristics of an organization. In addition, a mission statement should be created or improved based on critical decision, as well as it should be clearly shared within an organization in order to become a future oriented organizations.

• Journal of the Korea Society of Computer and Information
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• v.22 no.2
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• pp.51-57
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• 2017

The first thing to be prioritized is to set the scope of the management system when establishing an information security management system for systematic and effective information security management. It is important to set the scope for an organization's information security goals due to the scope affects the organization's overall information security activities. If the scope is set incorrectly, it might become impossible to protect important services and therefore, the scope of the management system should be determined in consideration of the core business services of the organization. We propose a core service selection model based on the organization's mission-critical service and high risk service in order to determine the effective information security management system scope in this paper. Core service selection criteria include the type of service, contribution to sales, socio-economic impact, and linkage with other services.

• Journal of the Korean Society for Library and Information Science
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• v.28
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• pp.3-21
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• 1995

The library as nonprofit organization is required to have micro-planning for the organization itself and macro-planning for the relationship of the organization and its environment. Both the micro and macro planning are rational and effective means to library objectives. The library planning must be based on clearly formulated objectives that will encourage all parts of the organization to work toward the same goal and mission. The planning to library objectives should make programming. which should make processing. The mission here should precede goal. which should precede objectives and objectives should precede activities in planning. There is an integral relationship among them. Just as the objectives of the library may be thought of in a hierarchy such as the above. so the library planning must be based on such a hierarchy from strategic or long range planning to administrative planning, from administrative planning to operational planning or short range ones.

• Journal of Korean Academy of Nursing
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• v.45 no.4
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• pp.565-575
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• 2015

Purpose: The purpose of the study was to examine mission statements and their elements and to investigate correlations between mission statements and organizational performance. Methods: The current research was a descriptive study based on the examination of mission statements of 353 hospitals that posted mission statements on their webpage and 92 hospitals that made their income statements public. Results: The most common mission element was 'identification of principal services', which accounted for 92.6%. Mission statements of hospitals included the average of 4.82 mission elements out of 9, and the objective of medical quality improvement was 0.81 among 6 objectives of IOM (Institute of Medicine). Net profit of hospitals with mission statements that have above average number of mission elements were significantly higher (t=2.71, p=.008) than those of other hospitals. Net profit was significantly correlated with mission statements (r=.26, p<.001), and mission elements (r=.29, p<.001). Conclusion: The results of the study empirically reveal that mission statements in the hospital affect organizational performance. That is, better organizational performance is shown for hospitals with better, more diversified, and more firmly stated mission statements which include identification of target customers, identification of principal services, contribution to society as a non-profit organization, and concern for employees.

• Current Industrial and Technological Trends in Aerospace
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• v.6 no.1
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• pp.105-115
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• 2008

The organization for satellite operation team is mainly based on the number of satellites to be controlled, operator's workload of payload operation support and the degree of automation of the operation system. Although the structure and its functionality of satellite operation organization are a little different according to the complexity of the operation, most satellite control centers have adapted the similar architecture for single or multiple satellite support. KARI Satellite Operation Center(KSOC) has started its simple mission operations since the launch of KOMPSAT-1(21st Dec. 1999) and has been evolving into multiple mission operations for various satellites such as KOMPSAT-2, KOMPSAT-3, KOMPSAT-5 and COMS(Communication Ocean Meteorological Satellite). This paper presents the appropriate direction of future deployment for KSOC by comparing the current status with the recommendation of the advanced satellite operation organization and analyzing their experiences in order to propose the better solution for efficient and safe satellite operations.

• The Journal of Fisheries Business Administration
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• v.44 no.3
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• pp.85-101
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• 2013

The foundation of any association or organization should include a mission, a vision, and strategic goals. Vision and mission are frequently discussed in academic and practitioner literature and accepted as key items in strategic decisions. But in these days, the words"change and crisis"are what companies are familiar with. They bringing about uncertainty led the companies to search for new strategies in order to specify their directions. In case of making proper direction for some organization, the role of management philosophy is most important. And also identifying, clarifying and communicating the management philosophy is now a major part of the planning process. This study examines the characteristics of management philosophy items which including mission and vision in Korean fisheries business with contents analysis. in order to achieve these purpose, this research analysing the mission, vision and CEO's greeting with the social network analysis(SNA) which is the most dominant technique in contents analysis. The SNA is evaluated that most popular, rigorous and firm methodology for analyzing, examining and revising some concepts or objects in the context of semantics. The findings of social network analysis show that some critical problems are existed. First, most of the fisheries company did not fully announce the mission and vision irrespective of one's size or scale. Second, there is some coverage insufficiency of stakeholders in mission and vision. And cutting edge topics like environmental problem, corporate social responsibility, consumer sovereignty are not included in management philosophy.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.11
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• pp.425-432
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• 2017

The purpose of this study is to analyze mission statements of social welfare centers. For this, we collected mission statements of 385 social welfare centers nationwide. We analyzed data using the NVivo 10 program. Analysis results found the total number of collected words was 1,401. The number of words corresponding to the target of organizations was 448 (32.0%), the number of words corresponding to problems was 51 (3.6%), the number of words corresponding to the directionality 118 (8.4%), the number of words corresponding to strategy was 545 (38.9%), and the number of words corresponding to organization's image was 239 (17.1%). Second, the words of the intervention target were resident of community, local community and community. Intervention issues included community problems, poverty, and social isolation. The words of the organizational directivity included welfare community/village, social welfare, and empowerment. Words related to organizational strategy were formation/building, sharing/serving, and improvement/development/improvement. Words related to the organizational image included in the mission statements were the welfare center, we, the professional agency, and the neighbors. By analyzing the mission statements, we found that social welfare centers portrayed its identity based on 'locality'. The distribution of the words related to the community was high in both the target, target, and direction. The limitations of this study include the exclusion of analyzing the relationship between organizational mission and organizational performance. This should be considered in future studies.

• Journal of the Korea Convergence Society
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• v.2 no.1
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• pp.37-44
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• 2011

In accordance with the analysis results on the questionnaires about the awareness of employees according to positions and educational backgrounds in a public health organization, this thesis suggests the basic data on the purpose of the efficient operation and improvement of working environment in a public health organization. Two answers of the questions that "there is a possibility for promotion in the organization" and "the unit section in organization which I work for has a well-designed structure of organization" showed respectively high points in the questionnaire. On the other hand, three questions like there is a resonable way to bind the organization up, completed mission and rewards are connected, and my salary is fit for the current mission showed high points among the questions about the awareness on the organization according to the positions.

• The Journal of the Korea Contents Association
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• v.18 no.10
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• pp.247-256
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• 2018

The purpose of this study was to explore career transformation process and experience of a senior steward of college student mission organization who has been engaged in a secular career and switched career as a steward of college student mission organization. In order to accomplish the purpose of the research, in-depth interviews of five senior stewards were conducted and analyzed. The results of the study are as follows. First, it can be known that the motivation for the career change of a senior steward of the CCC is related with the consciousness of calling. Second, the career transformation process of a senior steward of the CCC can be seen as experiencing adaptation to the new environment and unexpected support. Third, the meaning of the career change of a senior steward of the CCC appeared to be re-finding one's vocational goal, keeping the promise, and, special and glorious life. The following conclusions were obtained. First, it was confirmed that the identification of the mission is an essential step to the mission group steward's execution of the calling. Second, the execution of the calling of the mission group steward is very much more continuous when there are supporters. Third, the meaning of a career transition experience by the mission group steward was realized in the life of a faithful interpreter.