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인간존중경영을 위한 패러다임과 실천과제
Paradigm and Implementation Issues of Human-oriented Management

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Authors
愼侑根
Issue Date
2001
Publisher
서울대학교 노사관계연구소
Citation
Journal of industrial relations, Vol.12, pp. 291-353
Abstract
The purpose of this paper is to establish academic foundation for human oriented management; thus, it follows the format of research notes. First. in the developmental phase of industrial and information society. focusing on short-term goals in pursuit of economic efficiency and technological preference creates problems for both the organization and its members. Therefore. not only does the organization have to show its members proper respect but also believe that they will make worthwhile contribution to the organization. This is referred to as human-oriented management. Second. the need for human-oriented management arose due to knowledge information technology, pluralism. and globalization changes made by the environment to treat and understand organizational members as autonomous and complex individuals. In addition. academically we have come to a point where this research area needs to be explored further. Third. in today's corporations human-oriented management is a must and they should set up goals to achieve it. Human-oriented management focuses on goals that combines individual and organizational goals, resolves conflicts between individuals and organization, and sustains competitive advantage. Fourth. in order for organization to successfully implement human-oriented management, the underlying paradigm has to be made clear. In this paper I will use business humanism that has incorporated ideas of humanism into modern organization business. In addition. I suggest that organizational trust should be made the central part of business humanism. Fifth. human-oriented management should be applied as development oriented at the individual level. autonomy-oriented at the group level. and participation-oriented at the organizational level. In other words. at the individual level. the organization should use training and development, fair evaluation of co-workers. and increasing the motivation. At the group level. increasing communication. increasing the quality of group decision- making, and developing effective leadership should be the focus. At the organizational level. redesigning organizational structure. developing We-I type corporate culture. and realizing democraticism within organization.
Language
Korean
URI
http://hdl.handle.net/10371/30006
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College of Business Administration/Business School (경영대학/대학원)Institute of Industrial Relations (노사관계연구소)Seoul Journal of Industrial Relations (노사관계연구)Journal of industrial relations vol.12 (2001) (노사관계연구)
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