經營者의 機能과 能力

車永煥 서경대학교 1985 論文集 Vol.13 No.-

1. The purpose of this study lies in highlighting the cause-effect relation between competence of top management amd growth of the firm by looking into a considerable number of cases and thorough literature survey. In so doing, major functions of top management are put forth and traits or competence required to perform the functions are examinaed in detail. The functions of top management consist of there major ones such as set-up of future direction, strategic decision-making and follow-up of the execution. These functions can be performed effectively only if such traits as ambition, insight, resoluteness, persuasiveness, and ledership are possessed by top managers. By the way, those traits of competency need intervening elements in order to materialize themselves into growth of the firm. However, the elements like management structure and strategic desion are to be regarded as not just intervening variables but inner factors of top management. The main three questions of this study are as follows. · What kinds of traits of top managers are essential to growth of the firm? · How does the compatibility of certain traits vary with different circumstances? · What kinds of decision-making methods should be taken by top management to produce desirable outcomes of the company? 2. The meaningfulness of top management study and its possibility are handled in the introductiry part of this article. In Chapter 3, the most important traits of top management for the function of future direction set-up are searched into and in Chapter 4, the fact that different circumstance of the company require different traits top managers of top managers is highlighted. 3. Competence of top management is involved with performances of above-mentioned three major functions. And these functions should br done in compatible ways with varying circumstances of the company. In this sense, competence or desirable traits of top management cannot be said to be all the same. In a sentence, only "contingent" traits and competence of top management to the circumstances can lead to growth of the firm. 4. Above-mentioned functions of top management invariably demand the ability of information gathering and analyzing, and health. The function of future direction ser-up mainly requires ambition, insight, sense of duty and intuition As far as strategic decision-making is concerned, such traits as belief, resoluteness, tolerance, entrepreneurship and systematic thinking are mostly demanded. And the function of execution follow-up is related to such traits as morals, ability at figures, leadership, sense of responsibility and supervisorship. However, those traits and abilities are required by each function not in exclusive manner. Some of the traits, for example, belief and systematic thinking are commonly demanded by more than one function. For reader's reference, this study is one of author's on-going studies on the theme of "factors of firm's growth" which have been done for several years.

관심 대상모니터링 네트워크에서의 중복된 감지-보고 패킷들의 발생 억제에 관한 연구

차영환,Tscha, Yeong-Hwan 한국정보통신학회 2009 한국정보통신학회논문지 Vol.13 No.9

무선 센서 네트워크를 이용하여 관심 대상의 출현을 모니터링 하는 응용에서는 동일 사실에 대해 여러 노드로부터 중복된 보고가 이루어져 네트워크 대역폭의 낭비와 관련 노드들의 전력 소모를 야기 할 수 있다. 이 논문에서는 대상을 감지한 각각의 노드로 하여금 일정 기간 동안 대기하면서 보고 제한을 알리는 DRP(Don't Report Packet) 패킷을 수신하지 않는 경우에만 싱크(기지국)로 감지 사실을 보고하는 기법을 제시한다. 제한 깊이가 2인 경우 DRP 전파 비용은 물론, 감지 사실을 알리는 보고 비용 역시 최소가 되어 가장 경제적인 통신이 가능하였다. DRP 전파 깊이를 1로 제한하면 최소 2개의 서로 다른 경로를 경유하는 감지 보고가 가능하여 전달의 신뢰성을 높일 수 있다. In the application of wireless sensor networks to monitor valuable assets under concern, the appearance of a certain asset can be identified and reported simultaneously by several adjacent nodes, and this may dissipate the power of related nodes and network bandwidth as well. In the proposed method, a node that senses the appearance of some asset is allowed to send the sensing-reporting packet only after it has been being idle for a certain period without receiving any DRP(Don't Report Packet) from neighbors. It turns out that not only the cost of propagating DRPs but also that of reporting the events to the sink becomes minimal when depth of each DRP propagation is 2. In case of depth 1, at least, two routes are set up for the delivery of the sensing-reporting packet hence, reliable transfer to the sink is provided.

戰略的 經營計劃과 計劃모델에 關한 考察 : 計劃構造와 作成過程을 中心으로 with particular reference to the planning structures and Steps

車永煥 서경대학교 1978 論文集 Vol.6 No.-

1. The purpose of this article is to examine the business strategies and the strategic planning for the creative adaptation to changing environments having affected seriously the business targets and for planning studies I have utilized the analysis of the major types of planning model. A host of articles has been devoted to analysis of detailed parts of the major models in strategic planning which many influence on the growth of a firm and how to find an optimum planning in model for business growth to adaptation toward the environmental changes in the 1980's of Korea. 2. This chapter illustrated the nature and importance of business strategies in general and in major functional areas. Business strategy should be consistent with the environment of a firm. This is an obvious truism because if a strategy that flies in the face of a government regulation, an obvious advantage of a competitor, or a hostile labor union, is not consistent with environment and other alternatives should be examined. The best strategies are those tailored to fit a particular situation, company, and management. Business strategies may be forged in the annual planning period as well as at other times. Strategy formulation is a continuous process, not one done on a cyclical time schedule. By H.I. Ansof, business strategies are divided into 4 types as follows; ① Marcket penetration strategy ② Marcket development strategy ③ Product development strategy ④ Diversification strategy 3. The importance of strategic planning cannot be Chapter 3 of this article sought to explain in some detail why strategic corporate planning is so important to improving and assuring effective management for a firm growth. Among the major conclusion are the followings; ① Planning can simulate the future on paper, a practice tbat not only is comparatively inexpensive but also permits a company to make better decisions about what to do now about future opportunities and threats than waiting until events just happen. planning itself clarifies opportunities and threats which lie ahead for a company. ② Strategic corporate planning is an effective way to look at a business as a system and apply the new techniques of the systems approach. ③ Planning provides a framework for dicision-making throughout the entire company and thereby makes it more likely that lower-level managers will make decisions in conformance with top management's desires. ④ Planning provides a basis for measuring the performance of the entire company and it a major parts. ⑤ Planning will not solve all the problems of management. Nor will planning perse guarantee business success. For some companies, a continuing flow of imaginative ideas is the only thing that can bring success. For some companies completely unexpected and unpredictable events will bring failure despite sophisticated corporate planning largely through a benevolent environment. But what has been said here is that, other things being equal, strategic corporate planning will bring much better results than if it is not done. It will provide a useful framework for better innovation, creativity, vision, and decision-making. All things considered, managers will be considerably better off with strategic panning than without it. 4. In recent years a number of conceptual models of strategic corporate planning have appeared. This article presented and examined a number of conceptual model of strategic corporate planning structures and steps and compared them. Some of the major planning models in this article are; 1) Steiner model 2) Gilmore-Brandenberg model 3) IMC model 1) Chart I sets Steiner conceptual model of the structure and process of effective and efficient business planning programs. This model was constructed after studying scores of planning system. Consequently, it is not at all surprising that a large number of companies have planning system in operation whose features correspond to it. This model records those plans needed in a typical business, their relationships with one another, and sequence of actions necessary for proper planning and results. The model, therefore, is a logical expression of a required structure and process of planning and plans. Steiner's conceptual model of the structures and process of corporate planning is flexible and adaptable to any size or type of business, style of management, or stage in the development of organized formal planning. Although there are differences with other major model, all the models are fundamentally quite similar As shown in chart I, Steiner includes information handling in his model. This an important element of planning. These studies do not include all the information reqiured in the planning process. They are only several types of planning information. 2) Gilmore-Brandenberg model Gilmore-Brandenberg concept was the first comprehensive formulation of a corporate planning model. This model breaks down the top management planning job into four major phases. Furthermore it identifies key decision or strategic points in the planning process. The contents in Gilmore model are as follows; ① Planning the plan ② Specifying objectives of the enterprise · forecasting future prospects · measuring the gaps between aspirations and projections ③ Developing strategies · to fill the major gaps ④ Developing derivative or detailed plans in major functional areas to fit the strategies · research and development · production · mareketing and promotion etc. ⑤ Carrying out plans · starting operations · introducing necessary controls ⑥ Review and recycling 3) IMC model Chart 4 shows are International Minerals & Chemicals Corporation model of plans. Fundamentally the aggregations are similar to Steiner. The strategic plan "outlines in broad general terms the characteristics and accomplishments that the firm can and wants to achieve". It includes basic company purpose, selected strategy to accomplish the purpose, specific goals of the strategy, the means for monitoring progress toward goals and specific conditions (internal and external) which will permit the form to attain its goals. It would appear that this concept of strategic planning would embrace activity which includes all of Steiner's for planning to the extreme left of chart-Ⅰ plus some, but not all, of steiner's strategic planning. 5. At the conclusion of this study, it should be always important to adapt to his environmental changes rapidly, intelligently and rationally, but more desirable is to be forgotten in the comprehensive or strategic planning for creative and positive adaption toward them. Strategy formulation is a continuous process, not one done on a cyclical time schedule. I hope this article will be a moment for the further study of business strategies and corporate planning for development of enterprise in this country.

企業成長을 위한 戰略的 要因 硏究(Ⅱ) : 韓·美·日 三國에서의 事例를 中心으로 with particular reference to detailed case in Korea, U.S.A. and Japan

車永煥 서경대학교 1977 論文集 Vol.4-5 No.-

In today's free enterprise system, the growth of a firm has been contributed not only to increase of profits, earnings, stock price and management security, but it plays an ever large role in stimulating national economic progress which related interdependently with them. The purpose of this article is to examine the business strategies for the growth and to suggest the business strategies for creative adaption to changing environment having affected seriously the business targets. I have utilized for this article the empirical analysis of the strategic elements of the highdeveloped companies in comparison with the underdeveloped in Korea, U.S.A. and Japan. A host of articles have been devoted to the analysis of the detailed parts of the many business strategies which may influence on the potential growth of a firm. How can we find an optimum strategy for business growth to adaptation toward the environmental changes in the 1980's of Korea? This article is devided into six parts as follow. The first is concerned with direction and the need for this study. The second introduces the general theory of business stategies as a foundation of this study. The third discusses the strategies oriented to outside, a firm's structure and executive's decision making process for the growth of enterprise in U·S·A· The fourth part discusses the like items above in U.S.A. The fifth part is the analysis of the strategies elements for development of enterprise in Korea. The sixth is the synthesis and conclusion of this study. The executive must consider more than just the business objectives and choosing the strategy for the growth of enterprise. But the uncontrolable variables he must work with can be placed in the following categories. 1. Political and legal environment 2. Economic environment 3. Cultural and social environment 4. Existing business structure of the firm(of course, this is controlable in future) In the long run the executive's actions may affect some or all of these variables. This is turn would affect to the outside oriented strategies which should make extensive use of the firm's strong points. Setting the strategies oriented to outside that really guide the present and future development of company is a soul-searching procedure which requires top management to take a system view of the whole business, relate its present business, structure and resources to the external environment, and then post the broad outlines of the company's future course. Taken altogether, the following six strategies provide a useful starting points and guideline for a particular firm, as a result of the detailed case study on American and Japanese enterprises. These six strategies could be phrased and made more specific in many ways. But these six strategies basically should be sought together because, in the long run, a failure in even one of the six areas might lead to the failure of the total business; 1. Choice of the product field in the high development. 2. New product development and diversification strategy 3. New market development strategy 4. Technological innovation and introduction of external techniques. 5. Active investment for expansion and appropriate preventation of the business risks 6. Choice of mergers as the firm's growth method Developing good strategies is obviously a very complicated procedure. The top and planning manager must be well informed and know their own field thoroughly, for they will have to use the information which have drawn from all sources in the formation of the business strategies. At the conclusion of this study, it should be always important to adapt to his environmental changes rapidly, intelligently and rationally, but more desirable is creative and positive adaptation toward them. I hope this article will be a moment for the further study of business strategies for development of enterprise in Korea.

多角化戰略과 參入戰略

車永煥 서경대학교 1979 論文集 Vol.7 No.-

At the present time, which may be viewed as a period of transition from the industrial to the post-industrial society firms in U.S.A. and several countries of Western Europe are being faced with new kinds of management problems in addition to more familar types of problems. In dealing with the new problems and securing firms' survival and growth in the new environment of the present day, their effective strategic adaptation is essential. This article is an attempt to develop a conceptual frame work which is capable of dealing with this strategic adaptative behavior of firms. Management of a business firm is a very large complex of activities which consists of analysis, decision, communication, leadership, measurement, and control. Of these, we single out the process of decision making, since it is the cornerstone of successful management. Our interest is in a particular part of the total "space" of decisions which confronts a business manager. These are the strategic decisions. In viewing the problem of strategic decisions the approach is analysitc. For the time being let us describe them as decisions on what kind of business the firm should seek to be in. This article is devided into three parts as follows. The first introduces the general theory of business strategies as a foundation of this study. The second discusses the diversification strategies for entry into new product lines, services or market. The third part discusses the entry strategies (growth method) for diversification, consisting the internal growth and licensing, aquisition, and alliance as the external growth method. 1. From a decision viewpoint the overall problem of the business of the firm is to configure and direct the resource conversion process in such way as to optimize the attainment of the objectives. Since this calls for a great many distinct and different decisions, in this theoretical framework, the management decision problems are classified into three categories: (1) strategic, (2) administrative and (3) operating. The strategic decisions are concerned with establishing the linkage relationship between the firm and its environment. In other words, they are concerned with how to relate the firm to its dynamic and novel environment in order to secure its survival and growth. H.I. Ansoff's usage of the term is rather special, as he himself explains as following quotation: "Strategic decisions are primarily concerned with external, rather than internal, problems of the firm and specifically with selection of the product-mix which the firm will produce and markets to which it will sell. To use more usual term, it is the problem of deciding what business the firm is in and what kinds of business it will seek to enter". The adaptive search method for strategy formulation uses a search procedure in arriving at a strategy. This is accomplished through a "Cascade" approach: at the outset possible decision rules are formulated in gross terms and then successively refined through several stages as the solution proceeds. The first step is to decide between the two major alternatives: to diversify or not to diversify the firm. The second step is to choose a broad product-market scope for the firm from a list of broad industrial categories. The third is to refine the scope in terms of characteristics or product-market within it. The end stage would be specific decision rules such as the competitive and joint effect (synergy) interactions desired for the new product entry. We shall deal with the strategic problem which defines the desirable characteristics of products and markets, and the product-market strategy to set the path to the goals. As some what more positive specification of the product-market strategy is arrived at through the use of the growth vector, which indicates the direction in which the firm is moving with respect to its current product-market posture. This can be illustrated by means of a matrix shown in "Table 1 & 2". Market penetration denotes a growth direction through the increase of market share for the present product-markets. In the market development new missions are sought for the firm's products. Product development creats new products to replace current ones. Finally, diversification is distinctive in the fact that both products and missions are new to the firm. The common thread is clearly indicated, in the first three alternatives, to be either the marketing skills or product technology or both. In diversification the common thread is less apparent and is certainly weaker. 2. Diversification means entry into new product lines, processes, services or markets. More generally, diversification may be defined as producing a new product or service or entering new markets, which involves importantly different skills, processes, and knowledge from those associated with present products, services or markets. The simple diagram in "Chart 3" illustrates the spectrum. Before proceeding, it should be pointed out that strategy formulation for diversification strategy follows a similiar pattern to the business strategy. In the process of selecting the diversification product-market scope, the first problem is how to select the preferred product-market scope from alternatives, each of which is measured by several incommensurate yardsticks. The second problem is followed by a brief review of decision rules which are brought to bear on selection of the growth vector as the product-market strategies. The remaining two component of strategy(competitive advantage and synergy) follow selection of scope and help sharpen the firm's search and evaluation of opportunities. The above process of the diversification strategy shows that choice of product-market scope and of growth vector, of synergy, and of competitive advantage component of strategy complete the job of strategy formulation, except for the decision on the method of growth (entry strategy). Strategic change is a realignment of the firm's product-market environment. This does not necessarily mean diversification, as shown in the growth-vector matrix in "Table 1 & 2". The growth is now in two parts, expansion and diversification. The former consists of market penetration, market development, and product development. We have devided the growth direction into an expansion and a diversification component. Each can be further expanded in terms of characteristics of products and customers in relation to the present product-market position. Such expansion is shown in "Table 3" for the growth vector in diversification. The names of the various types of diversification alternatives are common in business literature. These are as follows (1) Horizontal diversification (2) Vertical diversification (3) Concentric diversification (4) Conglomerate diversification. 3. The process of strategy selection was carried out in broard terms without reference to whether the firm will grow by acquisition or develop from within. The decision on whether to "make or buy" new product-markets is needed before strategy can be implemental. Both acquisition and internal development assume many forms. The former varies from licensing, to purchase of developed products, to mergers with another firm; the latter, from addition of new products to major organizational changes to make room for new skills and competences. Two primary variables influence the choice between the major alternatives. These are the startup cost and the timing. In internal development the costs are incurred by product development and introduction, and by buildup of new facilities and organizations. Acquisition pays for these costs too; however, over and above them is a premium which frequently has to be paid as a compensation for the risks which had been taken by the seller to develop the property and the competences being sold. Among the major reasons why one campany wishes to acquire another are: to grow (as measured by sales, profits, employees, or geographi regions), avoid dependence on one product line, get stability in growth, furnish needed technical capability, reduce costs by using the same diversification system, break into international markets, solve competitive problems, and acquisition is often cheaper and faster than diversifying from within. In some cases the choice between acquisition and internal development is forced in favor of the latter. This will occur when the current price/earnings ratio in the new industry is much higher than that of the firm itself. The choice may also be forced by lack of attractive acquisition opportunities in the new industry. The choice may be forced the other way in case that internal development is cheaper. Strong synergy generally makes internal development preferable. Absence of synergy points to acquisition in most case. An exception is a situation when the premium or timing is low. This may occur, for example, when the move is made in support of very long-term objective and when the competitive advantage is focused on incipient demand. The high synergy strategies will be usually pursued by internal development. Synergy can very in horizontal and vertical diversification and so will the appropriate growth methods. Conglomerate diversification usually calls for acquisition. This article is concerned with business diversification and entry (growth) method formulation in the social-economic environment of the United States and several advanced countries. The approach, the terminology, the examples, and the concepts are all drived from the U.S.A. and Japanese business literature. 4. In our age of diversification and technological change, campanies are often faced with decisions as to the kind of business they should be in and the kind of markets they should seek to enter. Such decisions require an over-all strategy but are too often improvised instead of being carefully planned in advance. This article provides a practical method that enables any company to reformulate its entire product-market strategy in order to determine its future course of business. And this study covers the sequence of step involved in diversification strategy and internal and external growth method including assessment of the firm's competences and shortcomings for action to deversify. I hope this article will contribute to the further study of strategic decision making for business growth and this approach be empirically verified in the near future with a detailed case study in this country.

Strictly Nonblocking Multi-Log₂N Network for Multicast Traffics

차영환 尙志大學校 生産技術硏究所 1999 生産技術論叢 Vol.7 No.-

본 논문에서는 multi-log₂N network 망이 일대다 접속 트래픽에 대해 엄밀하게 (strictly) 넌블럭킹일 충분조건으로 n이 짝수일 때 최소 ??의 log₂N 망들을 병렬 연결하여 구성하여야 함을 보였다. 여기서 N=2ⁿ, ??이며, ??는 χ와 같거나 작은 정수 중 제일 큰 수를 나타낸다. 이와 같이 해당 주제에 대한 미해결 문제를 해결하고, ??인 ?? 망으로의 확장에 대해 다루었다. In this paper, we show that, for even n (respectively, for odd n), a multi-log₂N network is strictly nonblocking for a one-to-many connection traffic if it is designed by vertically stacking, at least, δn /4 + 1 (respectively,δ/2(n-1) + 1 planes of a log₂N network together where N=2ⁿ, ??, and ?? denotes the greatest integer less than or equal to χ. Thus we give answer to open problem left on the subject, and extend the result to a ?? network in which ?? i.e., base 2 is replaced with a positive integer k (>1).

專門店체인의 成長을 위한 經營戰略

車永煥 서경대학교 1986 論文集 Vol.14 No.-

1. Chainstore system can be classified into two types. One is "voluntary chain" or "franchise system" under which small retailers keep their certain level of independancy and the other types is called "corporate or regular chain" in which a rather large retailing firm has its stores in scattered area. In Korea, the voluntary chain has grown by only 3∼4% a year in sales meanwhile the corporate chain has shown remarkable growth by more than 30% a year. The growing price of the corporate chain gives a rise to the interests and attention in strategy not only for growth in volume but also for growth in quality. This article zooms in on the strategy for specialty store chain which is growing fast but, at the same time, has some problems to be scrutinized for improvement. The approach has two phase, firstly to identify the terms of growth specific to the specialty store chain and then to come up with the guidelines for the strategy building. 2. In the first step, this study is addressing itself to identify the conditions and factors, say, terms of growth that can facilitate the growth, and the following categories are being scrutinized one by one. 1) environment funeral task and regulatory environment) 2) context (such as target market and scale of business) 3) organizational structure (organization of store chain, headquarters' operational function and store operation) 4) information system (exchange of information, centralized computer system and introduction of POS, etc.) 3. Through scrutinizing the terms of growth, following guidelines are put forth on the fundamental strategy and system operation for the specialty store chain. 1) It should keep on looking for market segmentation. 2) To capitalize on economy of scale, it should increase number of stores up to the appropriate level, possibly nationwide chain network. 3) The priority in developing the business strategy varies depending on the scale (say, number of stores) of the chain. In case of small-medium size, it should put more emphasis on the enrichment of assortment, personal selling technique and chain-specific shop atmosphere. Meanwhile, large-scale chain should give more priority to differentiation strategy in terms of product, location and information processing system. 4) In case of the store chain that handles furnitures and sports goods, the function of H.Q.'s merchandizer and supervisor has more importance in such activities as merchandizing, purchasing, management guidance and shop interior service. 5) Introduction of its own trend is efficient way to image up the store chain especially covering large boundary and dealing in apparrels, shoes, accessories and furnitures. 6) It, as its name connotes, should be very cautious to expand its items into unrelated line. Rather, it should concentrate its resources on main items by enriching the assortment of brand, size, color, and design. 7) To image up the chain, it should continuously refresh interiors of shops in compliance with segmented customers' liking. 8) Credit service involves as a crucial factor to serve customers"' need, especially in case of home electronics, watch, camera of which customers are middle-to-upper class. In sum, this article is trying to come up with the above summarized guidelines to help building growth strategy for specialty store chain which emerges as one of the most promising new retailing systems in Korea.

中小企業의 成長과 適正經營規模에 관한 考察

車永煥 서경대학교 1983 論文集 Vol.11 No.-

This article was written for the purpose of elucidating whether, in the growing economy, it's possible to expand the scale of business almost infinitely, or whether there exists an optimum scale which will restrain even a growing firm from further expansion of scale. It is also put forward for consideration that small firms can be more effective in certain circumstances than big business. Moreover, the growth problem of small business is dealt with in the context of the optimum scale of business. This article consists of the following contents. Ⅰ. The onjectives of study Ⅱ The definition of the optimum scale of business Ⅲ. New phenomena in mass distribution Ⅳ. The expansion of business scale and its problems 1. Fundamental types of the optimum scale 2. Advantages of scale expansion 3. Disadvantages of scale expansion Ⅴ. The growth and business scale of small business 1. The external factors of suboptimal business scale 2. The internal factors of suboptimal business scale 3. The growth and optimal scale of small business Ⅵ. Conclusions Nowadays, rapid development of the economy changes the features of the market and, in turn, the functions of small business. Small business has been considered, in one way or another, as being inefficient and out of date. However, it's not rare for a small business to be practically more productive than big business. That is, small business is, in some areas, more advantageous due to the cost and demand factors. In particular, the dynamic characteristics of the competitive market have incessantly changed the optimality of business scale and, thus, small business should take into account the changing market structure and fit itself to those changes dynamically. In this article, answers to the following questions are presented. What are the implications of the optimal scale of business? Can any firm expand its scale with no bounds? Are there sufficient possibilities for small business to become more efficient than big business? And why does a firm struggle for sales growth even at the sacrifice of efficiency or profits? There are also remarks on a report that some of the big businesses in the U. S. diseribution industry are reducing the number of their branches so as to overcome the declines in sales-per-employee and return-on-investment, and to increase thir turn-over rates. In addition to an analysis of the advantages and disadvantages of scale expansion, internal and external factors that confine small business to sub-optimal scale are suggested. What is the most rational critertion for the optimal scale of business among profit, sales, and efficiency, small business can evidently validate its existence and develop in a growth process. On the part of big business, there is an upper bound of scale expansion due to the decline of efficiency. To sum up, the main purpose of this article is to search for up-to-date meanings of the optimal scale of small business in the market where big business and small business coexist properly and validly.

무선 센서 네트워크에서의 도착지 위치 기밀을 강화하는 라우팅

차영환,Tscha, Yeong-Hwan 한국정보통신학회 2010 한국정보통신학회논문지 Vol.14 No.7

이 논문에서는 패킷 추적 과정에서 획득한 위치 정보를 이용하여 추적 노드를 결정하는 방안을 고려한다. 한편, 추적에 대응하는 라우팅 전략으로는 위치 보호가 필요한 노드들과 근접하지 않은 노드들로 라우팅 경로를 구성하고, 가능한 경로 궤적이 지그-재그나 앞뒤로 이동하지 않도록 한다. 시뮬레이션을 통해 추적 성공률이 매우 향상됨을 확인 하였고, 제안된 라우팅 기법은 다수의 보호 대상들이 존재하는 환경에서 더 많은 패킷들을 전달하면서도, 추적자로 하여금 더 많은 거리를 이동하도록 유인함을 알 수 있었다. In this paper we consider methods for selecting the next tracing node that take advantage of the history of traced positions during the packet-tracing. In the meantime, the proposed routing strategy that counters the tracing is to design the routing path is such a way that nodes on it are not close to the nodes whose location privacy is needed and zigzag or back-and-forth movements hardly take place. In simulations, the ratios of successful tracing were largely improved. It was shown that our routing scheme allows more data packets to be delivered to the destination while, enticing the tracer to move more long distances in the presence of multiple assets.

硏究開發의 管理와 計劃

車永煥 서경대학교 1981 論文集 Vol.9 No.-

Among the aspects of Research and Development management in this article, most emphasis was placed on the long-range planning and the nature and spectrum of R&D. Also discussed 1. the basic pattern and historical review of R&D movement. 2. the relationship of a production management of R&D planning. 3. the allocation of R&D expenditure. 4. top-management contributions. 5. information for R&D. 6. forecasting for R&D. 7. planning step and factors for R&D. While there is no consensus of the definition of R&D, there is a general understanding of major categories containing basic research, applied research and product development. Basic research includes original investigations which do not have specific commercial objectives in view. If undertaken in a business firm, the scope would not necessarily be limited to the present or prospective interests of the company. The major distinction between basic and applied research is that in the latter are identified possible applications of basic research to meet objectives of a business. Product development is concerned with the technical non-routine activities associated with translating scientific knowledge into marketable products. At minimum, product development may produce tests of feasibility ; at maximum, the production of a prototype. Finally, a product is produced for further research and development or for sale. The nature and spectrum of R&D was described to explain why there cannot be one but must be different approaches to R&D planning. The relationship of a comprehensive corporate planning program to R&D planning was discussed, and different R&D planning profiles among companies and industries were presented. The best R&D program starts with a clear statement of company objectives, strategies, and policies. These provide an effective guideline for all R&D planning with possible exception of a very small amount of basic research, although even in this case the objectives and interest of the company may be used as guidelines. R&D planning must be flexible to deal with the different phases of the program. A scientist in doing basic research may be guided by few if any plans, but as R&D moves closer to development and production, planning specifications and targets must be finer and adhered to more rigorously. How much should the R&D expenditure be? There is no single answer to how much a company should allocate to R&D. Common pratice has revealed a number of standards for answering it, such as the following : (1) Establish the total R&D budget at some percentage of sales. (2) Try to match what competitors are doing. (3) Find the industry average and stick to that. (4) Take a past historical average for the company and increase it by an amount equal to the internal rate of growth. In conclusion, this article was designed to solve the problems of R&D management, especially difficult ones in R&D planning, and to present a direction of R&D guideline. Because R&D planning and management guideline should be congruous with company objectives, they have to be constructed not solely but on the basis fo whole corporate plans. It is attempted to search for a new method of applying the already-known contents of the general management theory to R&D activities for stimulating and making them more effective ; therefore, the theory this article based on, is nothing new. Especially, in more difficult, namely retarded, situation of the developing countries, the fact should be emphasized that an approach, largely depending upon the general management theory, may be one of the most effective ways to push R&D movement through.