29 research outputs found

    Toward the expansion of Korea-Japan cultural exchange and Japanese education

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    The education of Japanese in Korea will be heavily influenced by the recent cultural exchanges between Korea and Japan and the introduction of new educational systems. Therefore, it is imperative that we be prepared to adjust ourselves to the changing international environment. To study the language of a country is to understand her culture or to acquire the means to understand it. Japan has made steady efforts to expand the education of Japanese in other countries as a way of helping foreigners better understand Japan and the Japanese. There have been civilian programs for that particular objective as well as. the Government-directed projects such as financial supports for a large number of foreign students. Paying attention to the Japanese efforts, it is time for us to reexamine our educational system of Japanese. We should not forget the past history in relation with Japan. But we should not ignore the present reality, either. We are witnessing the ever-increasing inflow of Japanese culture in Korea. We need to realize that an objective and precise understanding of Japan and the Japanese culture is needed for the best interest of our country. That is the reason why I argue for a search for a new method of Japanese education

    A comparative study on government size, scope of function, and strength of government in three administrations

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    ์ตœ๊ทผ ์ •๋ถ€๊ทœ๋ชจ์— ๋Œ€ํ•œ ๋…ผ์Ÿ์ด ๋œจ๊ฒ๋‹ค. ์ •๋ถ€๊ทœ๋ชจ๋ฅผ ์ธก์ •ํ•˜๋Š” ๋ฌธ์ œ๋กœ๋ถ€ํ„ฐ OECD ๊ตญ๊ฐ€์™€ ์ง€๋‚œ ์ •๋ถ€์™€์˜ ์ƒ๋Œ€์  ๊ทœ๋ชจ๋น„๊ต ๊ทธ๋ฆฌ๊ณ  ๊ทœ๋ชจ๊ฐ€ ์ฃผ๋Š” ํ•จ์˜์— ์ด๋ฅด๊ธฐ ๊นŒ์ง€ ๋‹ค์–‘ํ•œ ๋ถ„์„๊ณผ ์˜๊ฒฌ์ด ๊ฐœ์ง„๋˜๊ณ  ์žˆ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ์†Œ๋ชจ์ ์ธ ์ •๋ถ€๊ทœ๋ชจ (size) ๋…ผ์Ÿ์—์„œ ๋ฒ—์–ด๋‚˜ ์ •๋ถ€๊ทœ๋ชจ์˜ ๋ฌธ์ œ๋ฅผ ์ •๋ถ€์˜ ๊ธฐ๋Šฅ๋ฒ•์œ„ (Scope of Function)์™€ ์ •๋ถ€์˜ ์—ญ๋Ÿ‰ (Strength)๊ณผ ์—ฐ๊ณ„ํ•˜์—ฌ ๋ฌธ๋ฏผ์ •๋ถ€, ๊ตญ๋ฏผ์˜ ์ •๋ถ€ ๊ทธ๋ฆฌ๊ณ  ์ฐธ์—ฌ์ •๋ถ€๋ฅผ ๋น„๊ตยท๊ณ ์ฐฐํ•˜์˜€๋‹ค. ์ •๋ถ€๊ทœ๋ชจ๋Š” ๊ณต๋ฌด์›์ˆ˜์™€ ์žฌ์ •๊ทœ๋ชจ๋ฅผ ์ค‘์‹ฌ์œผ๋กœ ์‚ดํŽด๋ณด์•˜์œผ๋ฉฐ ๊ธฐ๋Šฅ์˜ ๋ฒ”์œ„๋Š” ์„ธ๊ณ„์€ํ–‰์—์„œ ์ œ์‹œํ•œ ์†Œ๊ทน์  ๊ธฐ๋Šฅ, ์ค‘๊ฐ„์  ๊ธฐ๋Šฅ, ๊ทธ๋ฆฌ๊ณ  ์ ๊ทน์  ๊ธฐ๋Šฅ์œผ๋กœ ๋ถ€์ฒ˜๋ฅผ ๋Œ€๋ณ„ํ•˜์—ฌ ๋ถ„์„ํ•˜์˜€๋‹ค. ๋˜ํ•œ ์ •๋ถ€์˜ ์—ญ๋Ÿ‰์€ ์ •์น˜์„ฑ์ด ๋ฏธํกํ•˜์ง€๋งŒ ๊ฐ€์šฉํ•œ ์„ธ๊ณ„์€ํ–‰์˜ ๊ฑฐ๋ฒ„๋„Œ์Šค ์ง€ํ‘œ๋ฅผ ์ค‘์‹ฌ์œผ๋กœ ์‚ดํŽด๋ณด์•˜๋‹ค. ์ด ๋…ผ๋ฌธ์€ ์ •๋ถ€๊ฐ„ ๋น„๊ต๋ถ„์„์„ ํ†ตํ•˜์—ฌ ์ •๋ถ€๊ทœ๋ชจ ๋ณ€ํ™” ์ถ”์ด์™€ ์ค‘๊ฐ„์  ์ •๋ถ€๊ธฐ๋Šฅ ํ™•๋Œ€ํ˜„์ƒ์„ ๋ณด์—ฌ์ฃผ๊ณ  ์žˆ๋‹ค. ํ•œํŽธ, ์ด ์—ฐ๊ตฌ๋Š” ์•ž์œผ๋กœ ์ •๋ถ€๊ทœ๋ชจ์— ๋Œ€ํ•œ ๋‹จ์„ ์ ์ธ ์—ฐ๊ตฌ๋ณด๋‹ค๋Š” ์ •๋ถ€๊ทœ๋ชจ, ๊ธฐ๋Šฅ๋ฒ•์œ„ ๊ทธ๋ฆฌ๊ณ  ์ •๋ถ€์—ญ๋Ÿ‰์„ ์ฒด๊ณ„์ ์œผ๋กœ ์—ฐ๊ตฌํ•˜๋ฉด์„œ ์ด๋“ค ๊ฐ„์˜ ์ƒ๊ด€๊ด€๊ณ„๋ฅผ ์ •์น˜ํ•˜๊ฒŒ ๋ถ„์„ํ•ด์•ผ ํ•„์š”์„ฑ์„ ์ œ์‹œํ•˜๊ณ  ์žˆ๋‹ค. Arguing that debates on government size are often wasteful and directionless, this paper presents a balanced framework that links government size to the scope of government functions and the strength of government. In particular, this study compares three administrations including the Kim Young Sam, Kim Dae Jung, and Roh Mu Hyun administrations in terms of size, scope, and strength of government. Government size is examined based on both absolute and relative number of government officials and size of budget. Referring to the World Bank's classification of government functions (maximalist, intermediate, and minimalist functions), we review the changes in the scope of government functions in terms of public officials, budget, and regulations. Strength of government is examined based on the governance indicators provided by the World Bank. This study suggests the nature of government size changes in the three different administrations and an emerging trend of increasing intermediate functions. This study suggests that future studies should be conducted to dissect the causal relationships among size, scope, and strength of government with better defined indicators

    A Study on the Shift from Passive Representation to Active Representation: A Focus on Critical Mass and the Effect of Discretion on Active Representation

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    ๋Œ€ํ‘œ๊ด€๋ฃŒ์ œ์˜ ์ด๋ก ์  ์œ ์šฉ์„ฑ๊ณผ ์ œ๋„์  ํšจ๊ณผ์„ฑ์€ ์ ๊ทน์  ๋Œ€ํ‘œ์„ฑ์ด ์ œ๋Œ€๋กœ ์ž‘๋™ํ•  ๋•Œ ์‹ค์งˆ์ ์œผ๋กœ ํ™•๋ณด๋œ๋‹ค. ๋‹จ์ˆœํ•œ ์ธ๊ตฌํ†ต๊ณ„ํ•™์  ๋Œ€ํ‘œ์„ฑ์œผ๋กœ ๋Œ€ํ‘œ๊ด€๋ฃŒ์ œ๋ฅผ ํ‰๊ฐ€ํ•˜๊ธฐ๋Š” ๋งค์šฐ ์ œํ•œ์ ์ผ ๋ฟ๋งŒ ์•„๋‹ˆ๋ผ ์˜คํžˆ๋ ค ๊ณต์ •๊ฒฝ์Ÿ์˜ ํ›ผ์†๊ณผ ์—ญ์ฐจ๋ณ„ ๋…ผ์Ÿ์˜ ๋นŒ๋ฏธ๋ฅผ ์ œ๊ณตํ•˜๊ธฐ๋„ ํ•œ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ํ•œ๊ตญ์˜ ์ค‘์•™๋ถ€์ฒ˜ ์—ฌ์„ฑ ๊ณต๋ฌด์›์„ ์ค‘์‹ฌ์œผ๋กœ ์†Œ๊ทน์ €๊ฑฐ ๋Œ€ํ‘œ์„ฑ๊ณผ ์ ๊ทน์  ๋Œ€ํ‘œ์„ฑ์„ ๊ตฌ๋ถ„ํ•˜๊ณ  ์–‘์ž ๊ฐ„์˜ ๊ด€๊ณ„ ์ „ํ™˜์„ ๋ถ„์„ํ•˜๊ณ ์ž ํ•˜์˜€๋‹ค. ํŠนํžˆ ์ค‘์•™์ •๋ถ€๋ถ€์ฒ˜์˜ ์—ฌ์„ฑ๊ณต๋ฌด์›์„ ๋Œ€์ƒ์œผ๋กœ ์†Œ๊ทน์  ๋Œ€ํ‘œ์„ฑ๊ณผ ์ ๊ทน์  ๋Œ€ํ‘œ์„ฑ์˜ ๊ด€๊ณ„ ์ „ํ™˜์„ ์‹ค์ฆ ๋ถ„์„ํ•˜์˜€๋‹ค. Many previous studies on representative bureaucracy have examined passive representation and active representation. Building on previous studies this study attempts to show how passive representation shifts to active representation of female interests. It is argued that passive representation reflecting demograpic composition is very limited in represnting interests of minority groups, particularly in organization like bureaucracy with a strong conventional cultural tradition. Active representation is central to true representation of the voices of a minority group.๋ณธ ์—ฐ๊ตฌ๋Š” ๋ถ€๋ถ„์ ์œผ๋กœ ํ•œ๊ตญ์—ฐ๊ตฌ์žฌ๋‹จ์„ ํ†ตํ•ด ๊ต์œก๊ณผํ•™๊ธฐ์ˆ ๋ถ€์˜ ์„ธ๊ณ„์ˆ˜์ค€ ์—ฐ๊ตฌ์ค‘์‹ฌ๋Œ€ํ•™์œก์„ฑ์‚ฌ์—…(WCU)์œผ๋กœ๋ถ€ํ„ฐ ์ง€์›๋ฐ›์•„ ์ˆ˜ํ–‰๋˜์—ˆ์Šต๋‹ˆ๋‹ค. (์‹ ์ฒญ๊ณผ์ œ๋ฒˆํ˜ธ R32-2008-000-20002-0

    Characteristics of public information as a policy tool and future research agendas

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    ์ •๋ณด์ œ๊ณต์€ ๋งค์šฐ ์ค‘์š”ํ•œ ์ •์ฑ…์ˆ˜๋‹จ ์ค‘์˜ ํ•˜๋‚˜์ด๋‹ค. ์ •๋ณด์ œ๊ณต์€ ์œ ์ธ์ˆ˜๋‹จ์ด๋‚˜ ๊ทœ์ œ์ˆ˜๋‹จ๊ณผ ๋‹ฌ๋ฆฌ ๊ฐ€์žฅ ์—ฐ์„ฑ์ ์ด๋ฉด์„œ๋„ ๋‹ค๋ฅธ ์ˆ˜๋‹จ๊ณผ ์‰ฝ๊ฒŒ ์กฐํ™”๋ฅผ ์ด๋ฃจ๋Š” ์ˆ˜๋‹จ์ด๋‹ค. ์ •๋ถ€๋Š” ์‚ฌ์ƒํ™œ๊ณผ ๋ฐ€์ ‘ํ•œ ๊ด€๋ จ์„ฑ์ด ์žˆ๊ฑฐ๋‚˜ ๊ฐœ์ธ์˜ ํŒ๋‹จ์ด ์ค‘์š”ํ•˜๊ธฐ ๋•Œ๋ฌธ์— ๋‹ค๋ฅธ ์ •์ฑ…์ˆ˜๋‹จ์„ ์„ ํƒํ•˜๊ธฐ ์–ด๋ ค์šด ๊ฒฝ์šฐ ๋˜๋Š” ๋‹ค๋ฅธ ์ •์ฑ…์ˆ˜๋‹จ์˜ ํšจ๊ณผ๋ฅผ ์ด‰์ง„ํ•  ๋ชฉ์ ์œผ๋กœ ์ •๋ณด์ œ๊ณต์„ ์ •์ฑ…์ˆ˜๋‹จ์œผ๋กœ ํ™œ์šฉํ•œ๋‹ค. ์ •๋ณด์ œ๊ณต์˜ ๋ฒ”์œ„๋ฅผ ๋ณด๋ฉด ํ˜‘์˜์  ์˜๋ฏธ์˜ ๊ณต์ต๊ด€๋ จ ์ •๋ณด์ œ๊ณต์ด๋‚˜ ์ •์ฑ…ํ™๋ณด๋ฟ๋งŒ ์•„๋‹ˆ๋ผ ๊ธฐ์ˆ ์ง€์›, ์ƒ๋‹ด ๋˜๋Š” ๊ต์œก๊ณผ ํ›ˆ๋ จํ”„๋กœ๊ทธ๋žจ ๋‚˜์•„๊ฐ€ ์‚ฌํšŒ์  ๊ทœ์ œ์™€ ๊ด€๋ จ๋œ ๋ ˆ์ด๋ธ”๋ง(labelling)์„ ํฌํ•จํ•œ๋‹ค. ์ด ๋…ผ๋ฌธ์€ ์ •๋ณด์ œ๊ณต์˜ ํŠน์ง•๊ณผ ๋ฒ”์œ„ ๊ทธ๋ฆฌ๊ณ  ์ด๋ก ์  ๊ธฐ์ดˆ๋ฅผ ์‚ดํŽด๋ณธ ํ›„ ์ •๋ณด์ œ๊ณต์˜ ๊ธฐ๋ณธ ์œ ํ˜•๊ณผ ์ด์— ๋”ฐ๋ฅธ ์‹ค์ œ ์‚ฌ๋ก€์™€ ์—ฐ๊ตฌ์ฃผ์ œ ๊ทธ๋ฆฌ๊ณ  ํ–ฅํ›„ ์—ฐ๊ตฌ๋ฐฉ ํ–ฅ์„ ์ ๊ฒ€ํ•ด ๋ณธ๋‹ค. It has been understood that public information is a very powerful policy tool. Distinguished from regulatory (stick) or incentive-based (carrot) policy tools, public information is very flexible and often mixed with other policy tools in practice. In particular, governments refer to public information when other tools are not feasible or to facilitate the effectiveness of other tools. Public information as a policy tool includes not only the provision of public information or the promotion of public policy but also technical assistance, counseling, training and educational programs, and various social regulation tools such as labeling. This study reviews the unique characteristics, scope, theoretical bases, and typology of public information. It then discusses related research agendas and future research directions.๋ณธ ๋…ผ๋ฌธ์€ 2007๋…„๋„ ์ •๋ถ€์˜ ์žฌ์›์œผ๋กœ ํ•™์ˆ ์ง„ํฅ์žฌ๋‹จ์˜ ์ง€์›์„ ๋ฐ›์•„ ์ˆ˜ํ–‰๋œ ์—ฐ๊ตฌ์ž„

    A Study of the Effect of Various Modes of Collaboration on Organizational Effectiveness in Emergency Management

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    ์ด ์—ฐ๊ตฌ๋Š” ์žฌ๋‚œ๊ด€๋ฆฌ ์กฐ์ง์˜ ๋ฏผ๊ด€ ํ˜‘๋ ฅ๊ณผ ๊ณต๊ณต๋ถ€๋ฌธ ํ˜‘๋ ฅ์ˆ˜์ค€์ด ์กฐ์งํšจ๊ณผ์„ฑ์— ๋ฏธ์น˜๋Š” ์˜ํ–ฅ์„ ์ค‘์•™๊ณผ ์ง€๋ฐฉ์˜ ์žฌ๋‚œ๊ด€๋ฆฌ ๊ณต๋ฌด์›๋“ค์˜ ์ธ์‹์กฐ์‚ฌ ๊ฒฐ๊ณผ๋ฅผ ์ค‘์‹ฌ์œผ๋กœ ํƒ์ƒ‰ํ•˜์˜€๋‹ค. ๊ทผ๋ฌด์ง€๋ณ„, ๊ณผ๊ฑฐ ์žฌ๋‚œ๊ด€๋ จ ์—…๋ฌด ์ˆ˜ํ–‰์ค‘์˜ ์žฌ๋‚œ๊ฒฝํ—˜ ์œ ๋ฌด๋ณ„ ํ˜‘๋ ฅ์ˆ˜์ค€๊ณผ ์กฐ์งํšจ๊ณผ์„ฑ์˜ ์ง‘๋‹จ๊ฐ„ ํ‰๊ท ๋น„๊ต๋ฅผ ์‹ค์‹œํ•œ ๊ฒฐ๊ณผ, ์ค‘์•™๋ถ€์ฒ˜ ๊ณต๋ฌด์›์ด ์ง€๋ฐฉ์ž์น˜๋‹จ์ฒด ๊ณต๋ฌด์›์— ๋น„ํ•ด ์ค‘์•™-์ง€๋ฐฉ์ •๋ถ€ ๊ฐ„ ํ˜‘๋ ฅ์„ ๋” ๊ธ์ •์ ์œผ๋กœ ์ธ์‹ํ•˜์˜€๊ณ , ์žฌ๋‚œ๊ฒฝํ—˜์ด ์—†๋Š” ๊ณต๋ฌด์›์ด ์˜ˆ๋ฐฉ๋Œ€๋น„ ์„ฑ๊ณผ์™€ ์œ ๊ด€๊ธฐ๊ด€ ๊ฐ„ ํ˜‘๋ ฅ์— ๋Œ€ํ•ด ๊ธ์ •์ ์œผ๋กœ ์ธ์‹ํ•˜๋Š” ๊ฒฝํ–ฅ์ด ๊ฐ•ํ•˜๊ฒŒ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ์ด๋Ÿฌํ•œ ๋ถ„์„๊ฒฐ๊ณผ๋Š” ์žฌ๋‚œ๊ด€๋ฆฌ ๋ถ€๋ฌธ์— ์ข…์‚ฌํ•œ ๊ณต๋ฌด์›์— ๋Œ€ํ•œ ์‹ฌ์ธต๋ฉด์ ‘์— ๊ทผ๊ฑฐํ•ด์„œ, ์ง€์ž์ฒด ์žฌ๋‚œ๊ด€๋ฆฌ ํ˜„์‹ค๊ณผ ๋ฌธ์ œ์ ์— ๋Œ€ํ•ด ์ค‘์•™๊ณผ ์ง€๋ฐฉ์ •๋ถ€ ๊ฐ„ ์ ๊ทน์ ์ธ ๋Œ€ํ™”์™€ ์ •๋ณด๊ต๋ฅ˜์˜ ๊ธฐํšŒ๊ฐ€ ํ™•๋Œ€๋˜์–ด์•ผ ํ•˜๋ฉฐ ์žฌ๋‚œ ๊ฒฝํ—˜์ด ์žˆ๋Š” ๊ณต๋ฌด์›์ด ์ž์‹ ์˜ ๊ฒฝํ—˜์„ ๊ทธ๋ ‡์ง€ ์•Š์€ ๊ณต๋ฌด์›๋“ค๊ณผ ๊ณต์œ ํ•˜๊ฑฐ๋‚˜ ๋‹ค์–‘ํ•œ ์žฌ๋‚œ์ƒํ™ฉ์— ๋Œ€ํ•ด ์กฐ์–ธํ•  ์ˆ˜ ์žˆ๋Š” ์ •๊ธฐ์ ์ธ ๋ชจ์ž„์ด ํ•„์š”ํ•จ์„ ์‹œ์‚ฌํ•œ๋‹ค. ์•„์šธ๋Ÿฌ ์žฌ๋‚œ๊ด€๋ฆฌ ์กฐ์ง์˜ ํ˜‘๋ ฅ์ˆ˜์ค€๊ณผ ์กฐ์งํšจ๊ณผ์„ฑ์˜ ์˜ํ–ฅ๊ด€๊ณ„๋ฅผ ํŒŒ์•…ํ•˜๊ธฐ ์œ„ํ•ด ๋‹ค์ค‘ํšŒ๊ท€๋ถ„์„์„ ์‹œํ–‰ํ•œ ๊ฒฐ๊ณผ, ๋ฏผ๊ด€ ํ˜‘๋ ฅ๊ด€ ์œ ๊ด€๊ธฐ๊ด€ ๊ฐ„ ํ˜‘๋ ฅ ๋ณ€์ˆ˜๊ฐ€ ์ธ์ง€๋œ ์˜ˆ๋ฐฉยท๋Œ€๋น„ ์„ฑ๊ณผ์™€ ์ธ์ง€๋œ ๋Œ€์‘ยท๋ณต๊ตฌ ์„ฑ๊ณผ์— ํ†ต๊ณ„์ ์œผ๋กœ ์œ ์˜ํ•œ ๊ธ์ •์  ์˜ํ–ฅ์„ ๋ฏธ์น˜๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ํ†ต๊ณ„๋ถ„์„ ๊ฒฐ๊ณผ์™€ ์ „ยทํ˜„์ง ์žฌ๋‚œ๊ด€๋ฆฌ ๊ณต๋ฌด์›์˜ ์‹ฌ์ธต๋ฉด์ ‘์„ ๋ฐ”ํƒ•์œผ๋กœ, ์žฌ๋‚œ๊ด€๋ฆฌ ์กฐ์ง๋“ค์€ ์žฌ๋‚œ๊ด€๋ฆฌ ์ „ ๊ณผ์ •์—์„œ ๊ณต๊ณต๋ถ€๋ถ„์˜ ์œ ๊ด€๊ธฐ๊ด€๋ฟ๋งŒ ์•„๋‹ˆ๋ผ ๋ฏผ๊ฐ„๋ถ€๋ฌธ๊ณผ์˜ ์œ ๊ธฐ์  ์—ฐ๊ณ„์žฅ์น˜๋ฅผ ๋งŒ๋“ค์–ด ์šด์˜ํ•˜๊ฑฐ๋‚˜ ์žฌ๋‚œ๊ด€๋ฆฌ ๊ณต๋ฌด์›์˜ ์—…๋ฌด ์—ฐ์†์„ฑ ํ™•๋ณด๋ฅผ ํ†ตํ•œ ์˜์‚ฌ์†Œํ†ต ํ–ฅ์ƒ์ด ์ค‘์š”ํ•˜๋‹ค๋Š” ๊ฒฐ๋ก ์„ ๋„์ถœํ•˜์˜€๋‹ค. This study examines the effects of collaboration on organizational effectiveness in emergency management. Collaboration falls into three modes: public-private collaboration, inter-agency collaboration, and inter-governmental collaboration. Based on ANOVA and multiple regression analysis of National Emergency Management Employee Survey Data. key posited hypotheses are tested. First, central government officials appear to value inter-governmental collaboration more than local government officials do. Second, those with no previous disaster experience perceive the ex-ante performance as well as inter-agency collaboration more positively than those with disaster experience. Last, public-private collaboration is positively associated with perceived ex-ante disaster management performance and perceived ex-post performance, as is collaboration among agencies. The implications of the results and limitations of the study are also discussed in the conclusion

    ๊ฐœ๋ฐฉํ˜• ๊ตญ๊ฐ€์ธ์žฌ๊ด€๋ฆฌ์ œ๋„์˜ ๋„์ž…๊ณผ ๊ณผ์ œ

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    3. ๊ฐœ๋ฐฉํ˜• ๊ตญ๊ฐ€์ธ์žฌ๊ด€๋ฆฌ์ œ๋„์˜ ๋„์ž…๊ณผ ๊ณผ์ œ ์„œ๋ก  ํ•ด์™ธ ๊ณต๋ฌด์› ์ธ์‚ฌ์ œ๋„ ๊ฐœ๋ฐฉํ˜• ๊ตญ๊ฐ€์ธ์žฌ๊ด€๋ฆฌ์ œ๋„ ๋„์ž…์„ ์œ„ํ•œ 3C ์ „๋žต ๊ฐœ๋ฐฉํ˜• ๊ตญ๊ฐ€์ธ์žฌ๊ด€๋ฆฌ์ œ๋„ ๋„์ž…์„ ์œ„ํ•œ 3๋Œ€ ํ•ต์‹ฌ ๊ฐœํ˜๋ฐฉ์•ˆ ๊ฒฐ๋ก TRU

    An Exploratory Study of the Factors for the Effectiveness of Integration in Public Entities: the Case of the Korea Land and Housing Corporation

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    ๋ณธ ์—ฐ๊ตฌ๋Š” ํ† ์ง€๊ณต์‚ฌ์™€ ์ฃผํƒ๊ณต์‚ฌ์˜ ๊ฒฐํ•ฉ์œผ๋กœ ํƒ„์ƒํ•œ ํ•œ๊ตญํ† ์ง€์ฃผํƒ๊ณต์‚ฌ(LH)์˜ ํ†ตํ•ฉํšจ๊ณผ์™€ ๊ด€๋ จ๋œ ์š”์ธ์„ ์„ค๋ฌธ์กฐ์‚ฌ์™€ ๋ฉด์ ‘์ž๋ฃŒ์— ๊ทผ๊ฑฐํ•ด ๋ถ„์„ํ•˜๊ณ  ์žˆ๋‹ค. ๋ณธ ์—ฐ๊ตฌ์—์„œ ์‚ฌ์šฉ๋œ ํ†ตํ•ฉํšจ๊ณผ์˜ ๋ณ€์ธ์€ โ‘ ๋ฌธํ™”๊ฐˆ๋“ฑ, โ‘ก์ •์ฒด์„ฑ, โ‘ข๊ตฌ์„ฑ์›๊ฐ„ ๊ฐˆ๋“ฑ, โ‘ฃ์ •์ฑ…ํšจ๊ณผ์„ฑ์ด๋‹ค. ๊ทธ๋ฆฌ๊ณ  ํ†ตํ•ฉํšจ๊ณผ์™€ ๊ด€๋ จ๋œ ์„ค๋ช…๋ณ€์ธ์˜ ๊ฒฝ์šฐ โ‘ ํ†ตํ•ฉ๊ณผ์ •์—์„œ์˜ ์ฐธ์—ฌ(ํ†ตํ•ฉ์ฐธ์—ฌ), โ‘กํ†ตํ•ฉ๊ณผ์ •์—์„œ ๊ฒช์€ ์ƒ๋Œ€์  ๋ฐ•ํƒˆ๊ฐ, โ‘ขํ†ตํ•ฉ ์„ ์œ„ํ•œ ๊ฐ์ข… ํ”„๋กœ๊ทธ๋žจ, โ‘ฃ์กฐ์ง๊ด€๋ฆฌ์˜ ๊ณต์ •์„ฑ(๊ณต์ •์„ฑ), โ‘ค๊ธฐ๊ด€์žฅ ๋ฆฌ๋”์‹ญ์˜ ์‹ ๋ขฐ(๋ฆฌ๋”์‹ญ)๋ฅผ ์‚ฌ์šฉํ•˜์˜€๋‹ค. ๋ณธ ์—ฐ๊ตฌ์˜ ํšŒ๊ท€๋ถ„์„ ๊ฒฐ๊ณผ์— ๋”ฐ๋ฅด๋ฉด, ํ†ตํ•ฉํšจ๊ณผ์™€ ํฌ๊ฒŒ ๊ด€๋ จ๋œ ๋ณ€์ธ์€ ๊ณต์ •์„ฑ๊ณผ ๋ฆฌ๋”์‹ญ์ด๋‹ค. ํŠนํžˆ ํ†ตํ•ฉLH์˜ ์ •์ฑ…ํšจ๊ณผ์„ฑ์— ๋Œ€ํ•œ ํ‰๊ฐ€๋Š” ์‹ ์ž„๊ธฐ๊ด€์žฅ์˜ ๋ฆฌ๋”์‹ญ๊ณผ ๋ฐ€์ ‘ํžˆ ๊ด€๋ จ๋˜์–ด ์žˆ์—ˆ๋‹ค. ํ•œํŽธ ํ†ตํ•ฉํšจ๊ณผ์™€ ๊ด€๋ จ๋œ ์„ค๋ช…๋ณ€์ธ์˜ ๊ฒฝ์šฐ ๊ณผ๊ฑฐ ์†Œ์†๊ธฐ๊ด€์— ๋”ฐ๋ผ ๋‹ฌ๋ž๋‹ค. ๊ณผ๊ฑฐ ํ† ์ง€๊ณต์‚ฌ ์†Œ์† ์‘๋‹ต์ž์˜ ๊ฒฝ์šฐ ๊ณต์ •์„ฑ์ด ํ†ตํ•ฉํšจ๊ณผ์— ๋” ์ค‘์š”ํ•˜๋‹ค๊ณ  ํ‰๊ฐ€ํ•œ ๋ฐ˜๋ฉด, ์ฃผํƒ๊ณต์‚ฌ ์ถœ์‹ ์˜ ๊ฒฝ์šฐ ๊ธฐ๊ด€์žฅ ๋ฆฌ๋”์‹ญ์„ ๋” ์ค‘์š”ํ•˜๊ฒŒ ํ‰๊ฐ€ํ–ˆ๋‹ค. ๋˜ํ•œ ๋ณธ ์—ฐ๊ตฌ์˜ ๊ตฌ์กฐ๋ฐฉ์ •์‹ ๋ถ„์„์— ๋”ฐ๋ฅด๋ฉด ๋ฆฌ๋”์‹ญ์€ ๊ณต์ •์„ฑ๊ณผ ํ†ตํ•ฉํ”„๋กœ๊ทธ๋žจ์„ ๋งค๊ฐœ๋ณ€์ธ์œผ๋กœ ํ•˜์—ฌ ํ†ตํ•ฉํšจ๊ณผ์—๋„ ๊ฐ„์ ‘์  ์˜ํ–ฅ์„ ์ฃผ๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค.์ด ๋…ผ๋ฌธ์€ ์ •๋ถ€์žฌ์›(๊ต์œก๊ณผํ•™๊ธฐ์ˆ ๋ถ€ ์ธ๋ฌธ์‚ฌํšŒ์—ฐ๊ตฌ์—ญ๋Ÿ‰๊ฐ•ํ™”์‚ฌ์—…๋น„)์œผ๋กœ ํ•œ๊ตญ์—ฐ๊ตฌ์žฌ๋‹จ์˜ ์ง€์›์„ ๋ฐ› ์•„ ์—ฐ๊ตฌ๋˜์—ˆ์Œ(NRF-2010-330-B00031

    ํ•œ๊ตญ ๊ณต๊ณต์ธ๋ ฅ์˜ ์—ญ๋Ÿ‰์— ๋Œ€ํ•œ ์‹ค์ฆ๋ถ„์„

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    ์ œ2์žฅ ํ•œ๊ตญ ๊ณต๊ณต์ธ๋ ฅ์˜ ์—ญ๋Ÿ‰์— ๋Œ€ํ•œ ์‹ค์ฆ๋ถ„์„ ใ€€์ œ1์ ˆ ์„œ ๋ก  ใ€€์ œ2์ ˆ ๋ถ„์„์ž๋ฃŒ ใ€€์ œ3์ ˆ ํ•œ๊ตญ ๊ณต๊ณต์ธ๋ ฅ์˜ ์—ญ๋Ÿ‰ ์ˆ˜์ค€ ใ€€์ œ4์ ˆ ํ•œ๊ตญ ๊ณต๊ณต์ธ๋ ฅ์˜ ์—ญ๋Ÿ‰ ํ™œ์šฉ๊ณผ ํ•™์Šต ใ€€์ œ5์ ˆ ํ•œ๊ตญ ๊ณต๊ณต์ธ๋ ฅ์˜ ์ž„๊ธˆ๊ณผ ์—ญ๋Ÿ‰ ใ€€์ œ6์ ˆ ๊ฒฐ ๋ก  ใ€€์ฐธ๊ณ ๋ฌธํ—Œ ใ€€๋ถ€ ๋กTRU
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