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This is a comprehensive report based on my examination of the National Museum of Korea after completing an internship in the International Relations & PR Division from September 1, 2010 through February 28, 2011. This report is divided into five chapters. Chapter I introduces the overall organizational profile of the museum beginning with its history, mission, vision, goals, management structure, programming, and funding. Chapter II specifically focuses on the International Relations & PR Division, where I have successfully completed a six-month internship. It provides a description of the internship including an overview of the International Relation & PR Division as well as my duties and responsibilities as an intern. In Chapter III, a SWOT analysis of the organization‟s internal and external issues is performed including its strengths, weaknesses, opportunities and threats. Best practices of other institutions are demonstrated in Chapter IV which may serve as a reference for further development of the museum. In Chapter V, I conclude this report by providing my own insights and recommendations.

<p> Professional speech coaches, executive coaches, human resources professionals, industry and organizational psychologists, and others may work with managers and leaders to help them improve the quality of the feedback they provide during performance reviews. The presented research interviewed 11 people from 10 different organizations to learn how they experience feedback. The intent of this research is not to show how feedback works, how it is good or bad, or to correlate it with a specific approach. Instead, the results of this research will help a coach play the role of a direct report more accurately during a practice session with a manager. In addition, the results of this research show that direct reports experience feedback reviews in ways that relate to their emotions, attitudes, and expectations (EAE). Speech coaches working with managers on their management communication skills can use EAE to help the manager better understand the state of mind that the direct report has, which in turn may help in the framing of the conversation and choosing the most effective approach.</p>

This study determined the perceptions of first-line supervisors and managers regarding the usefulness of competencies needed by supervisors to function effectively in their positions, and the perception of each group regarding the supervisors' performance of these competencies. In the study, the perceptions of these two groups were surveyed and their responses analyzed to determine the degree of agreement between and among them. / Data were collected through a questionnaire developed for the study and administered on-site in the two plants; the questionnaire used a Likert-type rating scale for each of 30 competencies which respondents rated in terms of usefulness to and performance of supervisors. The data were analyzed using a Chi-square test and a comparison of the ten competencies ranked by the majority of responses from each group which fell in the top level of the rating scale for the category of Usefulness and the top two levels in the category of Performance. / While the literature suggested a conflict between managers and supervisors, the results of this study did not support this assumption as applied to individual plants. The major findings indicated that managers and supervisors show more agreement within plants but greater disagreement across plants. When determining perceptions of need, the critical factor appeared to be the plant itself rather than the group within each category (for example, supervisors or managers). There was also more agreement in one plant than in the other which suggested that there were variables within the plants, not examined in this study, which would help to explain these differences. The study results suggested strongly that plant characteristics influence the perceptions of the managers and supervisors who work there. / The analysis done in this study pointed clearly to the essential value of a needs assessment as a diagnostic tool for individual plants. / Source: Dissertation Abstracts International, Volume: 43-07, Section: A, page: 2431. / Thesis (Ph.D.)--The Florida State University, 1982.

This dissertation investigates intra-industry rivalry initiated by deviant firms. Specifically investigated are the competitive practices of firms within concentrated industries. Deviants are classified as those firms which increase their debt such that rivals might take predatory action against them in an attempt to drive them out of business, increase their own market share and/or profitability, or otherwise punish them for their conduct. / The findings indicate that rivals sometimes do increase the competitive nature of the intra-industry rivalry subsequent to the deviants' increased leverage. However, it is not clear whether the increased rivalry punishes the deviants nor if it benefits the rivals. It is clear that the rivalry intensifies and further research in this area is required to resolve caveats revealed in the analyses. / Source: Dissertation Abstracts International, Volume: 55-09, Section: A, page: 2901. / Major Professor: Timothy A. Matherly. / Thesis (Ph.D.)--The Florida State University, 1994.

This study examined the characteristics of firms' top management teams (TMTs), and the influence of these characteristics on organizational change and performance. Specifically examined was the influence of managerial age, education, experience, tenure, functional background, and TMT homogeneity on the times required for firms to implement the multidivisional (M-form) structure, and for the firms to recover to their pre-reorganization performance levels. A sample of 77 firms pursuing three separate strategy categories was chosen for the study. The results suggest that, after controlling for firm strategy and size, firms having TMTs with relatively younger managers, who possess higher levels of formal education, who have predominantly management backgrounds, long tenure, and high levels of functional heterogeneity are able to implement an M-form reorganization more rapidly than firms with TMTs lacking these characteristics. The results also suggest that, after controlling for firm strategy, size, prior performance, M-form implementation time, and changes in gross national product, firms having TMTs with younger managers, who possess higher levels of outside experience, who have predominantly management backgrounds, long tenure, and high levels of functional heterogeneity generally recover to their pre-reorganization performance levels more rapidly than firms with TMTs lacking these characteristics. In light of the results, the theoretical and practical implications of the findings are considered. / Source: Dissertation Abstracts International, Volume: 54-04, Section: A, page: 1460. / Major Professor: James J. Hoffman. / Thesis (Ph.D.)--The Florida State University, 1993.

This dissertation examines the role of organizational form in the adaptation of organizations to environmental change. Two general research questions guide the investigation: (1) Does organizational form affect organizational responses to environmental change? and (2) To what extent is response effectiveness related to the core competencies of an organization's form? On the basis of a review of relevant literature, two propositions are presented. First, it is proposed that when faced with environmental change, organizations will respond in ways characteristic of their prevailing organizational form. Second, it is proposed that organizations employing competency-consistent responses to environmental change will outperform organizations employing competency-inconsistent responses. Operational hypotheses, based on the propositions, were tested in a longitudinal study of the Florida hospital industry in the 1980s. / The results of hypotheses tests and additional exploratory analyses suggest that when organizational form is suited to the emerging environmental conditions, form moderates organizational responses and their effectiveness. In such cases, the organizations appear to be able to enact responses from their available response sets that maintain consistency with prior form and effect performance improvements. The organizations in the sample identified as possessing competencies in both efficiency and innovativeness were most aptly suited to the environment; they were able to effectively pursue competency-consistent responses to environmental change. When the environmental change demands responses that require organizations to depart from their prevailing form, most organizations are constrained by their narrowly prescribed response sets and fail to respond in a coherent manner. However, some organizations were able to respond in ways inconsistent with their prevailing form and improve their performance from doing so; those responses essentially moved them toward becoming the more flexible form of organization that was best suited to the environment. In addition, those organizations with few honed competencies prior to the environmental shift displayed adaptive capabilities, as they were able to develop necessary competencies and improve their performance. / The findings of this study provide partial support for the configurational, adaptive, and ecological theories of organizational change and highlight the need to consider multiple theoretical views in the examination of organizational adaptation to environmental change. / Source: Dissertation Abstracts International, Volume: 55-08, Section: A, page: 2465. / Major Professor: Bruce T. Lamont. / Thesis (Ph.D.)--The Florida State University, 1994.

As organizations attempt to gain advantages through the use of information technology (IT), successful management of initiatives (projects) involving the implementation and deployment of IT becomes critical. The research model suggested key factors within the IT initiative context likely to affect the management of an IT initiative, and ultimately the level of project success. Six research questions generated nine propositions regarding the nature of the impacts and relationships among the research variables: actors, initiative characteristics, agenda management, agenda characteristics, and issue characteristics. / A case study design involved observation of both longitudinal and retrospective projects at a single site to gain a greater understanding of how organizations manage projects involving IT. Six propositions were at least partially supported, suggesting differences in stakeholder group representation, project management team size, types and utilization of tracking and communication mechanisms, agenda size, turnover, and profiles between successful and less successful projects. These findings should provide managers with increased knowledge about which factors are likely to impact project performance, suggesting areas to monitor in order to affect changes to improve project performance. / Although three propositions were not supported, the data appeared to challenge the specific relationships explored in the propositions, rather than the validity of the factors themselves, raising other issues that are likely to provide directions for future research. In addition, this research questions the usefulness of traditional project success measures that focus on short-term evaluation of project performance, suggesting the need for both longer term and more integrative measures for assessing project performance. / Source: Dissertation Abstracts International, Volume: 53-10, Section: A, page: 3597. / Major Professor: Robert W. Zmud. / Thesis (Ph.D.)--The Florida State University, 1992.

Impression management (IM) involves the behaviors people exhibit in order to create and maintain desired impressions. A considerable amount of theoretical and empirical attention has been devoted to the study of IM within the field of social psychology (Goffman, 1959; Jones, 1964; Jones & Wortman, 1973; Schlenker, 1980; Snyder, 1979; Tedeschi, 1981). With few exceptions (Allen, Madison, Porter, Renwick, & Mayes, 1979; Caldwell & O'Reilly, 1982; Kipnis, Schmidt, & Wilkinson, 1980; Wood & Mitchell, 1981), however, management researchers have devoted little attention to the IM behaviors of managers. The purpose of this dissertation is fourfold: (1) to provide a comprehensive review of IM research and relevant management literature which illustrates the importance of IM to the study of organizational behavior; (2) to present a social learning theory model of the IM process; (3) to generate research questions for investigating IM in organizational settings; and (4) to present the results of a preliminary investigation of the research questions. / A unique mixture of data collection techniques as well as quantitative and qualitative analyses were employed to investigate the research questions generated. The primary data collection process involved the coding of observational protocols collected for 34 school principals who participated in the Principal Competency Study (Martinko & Gardner, 1984a) in terms of verbal self-presentational (VSP) behaviors. In addition, the Self-Monitoring Scale (Snyder, 1974), the Social Desirability Scale (Crowne & Marlowe, 1964), and an Influence Questionnaire were administered to 36 principals. The quantitative analyses involved the application of descriptive and inferential statistical methods such as cross-tabulations, t-tests, one-way ANOVAS, and profile analysis. The qualitative analysis involved the development of case examples of IM behaviors from the rich narrative descriptions provided by the observational protocols. / The results indicate that the pincipals' IM behaviors are related to the audience characteristics of status/power and novelty/familiarity. Few differences in IM behaviors related to performance level or environmental variables were identified. Specific propositions about the IM behaviors of principals are advanced and directions for future research are proposed. / Source: Dissertation Abstracts International, Volume: 45-05, Section: A, page: 1506. / Thesis (D.B.A.)--The Florida State University, 1984.