31 research outputs found

    A study on developing an alternative paradigm for overcoming the social crisis: the case of the Yongsan Disaster

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    ๋ณธ ์—ฐ๊ตฌ๋Š” ์ •๋ถ€์กฐ์ง๊ตฌ์กฐ์˜ ์ „ํ˜•์œผ๋กœ ๋ถˆ๋ฆฌ๋Š” ๊ด€๋ฃŒ์ œ์˜ ํŒจ๋Ÿฌ๋‹ค์ž„์— ๋‚ด์žฌํ•˜๋Š” ๋ฌธ์ œ์ ์„ ๋ฐํžˆ๊ณ  ์ด๋ฅผ ๊ทน๋ณตํ•˜๊ธฐ ์œ„ํ•œ ๋Œ€์•ˆ์  ํŒจ๋Ÿฌ๋‹ค์ž„์œผ๋กœ ์„ฑ์ฐฐ์  ํ•ด์„ํ•™ ๋ชจํ˜•์„ ์ œ์‹œํ•˜์˜€๋‹ค. ๋ถ„์„์˜ ํŽธ์˜๋ฅผ ์œ„ํ•ด ๊ด€๋ฃŒ์ œ์˜ ๋ฌธ์ œ์ ์„ ๋„๊ตฌ์  ์ด์„ฑ ์ค‘์‹œ, ๊ณต์ ์˜์—ญ ์ถ•์†Œ, ์™œ๊ณก๋œ ์†Œํ†ต๊ตฌ์กฐ ์ธก๋ฉด์—์„œ ํŒŒ์•…ํ•˜๊ณ  ์ด๋ฅผ ํ•ด๊ฒฐํ•˜๊ธฐ ์œ„ํ•œ ๋ฐฉ์•ˆ์œผ๋กœ ์ •์ฑ…๋Œ€์ƒ์ง‘๋‹จ์˜ ์ˆ˜์š”์— ๊ธฐ๋ฐ˜ํ•œ ์ •์ฑ…์„ค๊ณ„, ์ •์ฑ…๋™๊ธฐ์˜ ๊ณต์ต์„ฑ, ์ •์ฑ…์ˆ˜ํ˜œ์— ์„œ ์†Œ์™ธ๋œ ์ง‘๋‹จ์— ๋Œ€ํ•œ ์†Œํ†ต๊ณผ ๋‚˜๋ˆ”, ์ •์ฑ… ๋Œ€์ƒ์ง‘๋‹จ์˜ ์„ฑ์ˆ™๋œ ์‹œ๋ฏผ์˜์‹, ๊ทธ๋ฆฌ๊ณ  ์ง€์—ญ๊ณต๋™์ฒด ๊ตฌ์ถ•์˜ ํ•„์š”์„ฑ์„ ์ œ์‹œํ•˜์˜€๋‹ค. ๋ณธ ์—ฐ๊ตฌ์—์„œ๋Š” ๊ด€๋ฃŒ์ œ ๋ชจํ˜•์— ์ž…๊ฐํ•œ ํ–‰์ •์—์„œ ๋ฐœ์ƒํ•œ ์šฉ์‚ฐ์ฐธ์‚ฌ ์‚ฌ๋ก€์™€ ์„ฑ์ฐฐ์  ํ•ด์„ํ•™์  ๋ชจํ˜•์— ์ž…๊ฐํ•˜์—ฌ ์‹œํ–‰๋œ ๋Œ€์ „ ๋ฌด์ง€๊ฐœ ํ”„๋กœ์ ํŠธ ์‚ฌ์—…์˜ ๋‘ ๊ฐ€์ง€๋ฅผ ๋น„๊ตํ•ด ๋ด„์œผ๋กœ์จ ๋‘ ์‚ฌ์—…์ด ์ „ํ˜€ ๋‹ค๋ฅธ ๊ฒฐ๊ณผ๋ฅผ ๋‚˜ํƒ€๋‚ผ ์ˆ˜๋ฐ–์— ์—†๋Š” ๊ตฌ์กฐ์  ์›์ธ์„ ๋ถ„์„ํ•˜๊ณ  ์•ž์œผ๋กœ ์šฉ์‚ฐ์ฐธ์‚ฌ์™€ ๊ฐ™์€ ์‚ฌํšŒ์  ์œ„๊ธฐ์˜ ์žฌ๋ฐœ์„ ๋ฐฉ์ง€ํ•˜๊ธฐ ์œ„ํ•ด์„œ๋Š” ์„ฑ์ฐฐ์  ํ•ด์„ํ•™์  ๋ชจํ˜•์— ์ž…๊ฐํ•œ ํ–‰์ •์ด ์ ˆ๋Œ€์ ์œผ๋กœ ์š”๊ตฌ๋œ๋‹ค๋Š” ์ ์„ ๊ฐ•์กฐํ•˜์˜€๋‹ค. This study tries to investigate the problems inherent in the typical model of the organizational structure of government bureaucracy and to suggest the reflexive interpretive model as an alternative paradigm. For the convenience of analysis, this study tries to determine bureaucratic problems in terms of an overreliance on instrumental reasoning, reduction of the public domain, and a distorted communication structure. In order to resolve those problems, the study suggests feasible alternatives, such as a policy design based on the demands of the target group, the publicness of policy motivation, the reworking of distorted communication system to connect with groups isolated from policy benefits, mature citizenship of policy target groups, and the building of area communities. The study tries to emphasize the potential of the reflexive interpretive model by applying those above-mentioned variables simultaneously to the cases of the Yongsan Disaster and the Daejeon Metropolitan Rainbow Project

    ์ง€๋ฐฉ์ •๋ถ€ ๋ฌธํ™”์„œ๋น„์Šค์— ๋Œ€ํ•œ ์ง€์—ญ์ฃผ๋ฏผ์˜ ์กฐ์„ธ-์š”๊ตฌ์ˆ˜์ค€ ๋ถˆ์—ฐ์†์„  ์œ ํ˜•์— ๊ด€ํ•œ ํ•œยท๋ฏธ๊ฐ„ ๋น„๊ต์—ฐ๊ตฌ

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    ๋ณธ ์—ฐ๊ตฌ๋Š” ์ง€๋ฐฉ์ •๋ถ€๊ฐ€ ์ œ๊ณตํ•˜๋Š” ๊ณต๊ณต์„œ๋น„์Šค์— ๋Œ€ํ•œ ์ง€์—ญ์ฃผ๋ฏผ์˜ ์กฐ์„ธ-์š•๊ตฌ์ˆ˜์ค€๊ฐ„์˜ ๋ถˆ์—ฐ์†์„ ์— ์žˆ์–ด ์—ฐ๊ตฌ๋Œ€์ƒ์ธ ํ•œ๊ตญ๊ณผ ๋ฏธ๊ตญ์˜ ์ง€๋ฐฉ์ •๋ถ€๊ฐ„์— ์–ด๋– ํ•œ ์ฐจ์ด๊ฐ€ ์กด์žฌํ•˜๋Š”๊ฐ€๋ฅผ ๋ถ„์„ํ•˜๋Š” ๋ฐ ์ดˆ์ ์„ ๋งž์ถ”์—ˆ๋‹ค. ๋ถ„์„ ๊ฒฐ๊ณผ๏ผŒ์—ฐ๊ตฌ๋Œ€์ƒ์ธ ๋‘ ๊ตญ๊ฐ€์˜ ์ง€๋ฐฉ์ •๋ถ€ ๋ชจ๋‘ ๋ฐ•์• ์ฃผ์˜์ž๋‚˜ ์ „ํ†ต์ฃผ์˜์ž์— ๋น„ํ•ด ๋ฌด์ž„์Šน์ฐจ์ž์˜ ๋น„์œจ์ด ๋†’๊ฒŒ ๋‚˜ํƒ€๋‚˜๊ณ  ์žˆ๋‹ค. ๋จผ์ €๏ผŒ์กฐ์„ธ-์ด์šฉ์ˆ˜์ค€์—์„œ ๋ณด๋ฉด๏ผŒํ•œ๊ตญ์˜ ๋Œ€๊ตฌ์‹œ์˜ ๊ฒฝ์šฐ์—๋Š” ๋ฌด์ž„์Šน์ฐจ์ž ์ง‘๋‹จ์ด ํƒ€ ์ง€๋ฐฉ์ •๋ถ€์— ๋น„ํ•ด ๋‹นํ•ด ์ง€๋ฐฉ์ •๋ถ€์˜ ๊ณผ์—…์„ฑ๊ณผ๋ฅผ ๋†’๊ฒŒ ํ‰๊ฐ€ํ•˜๊ณ  ์žˆ๋Š” ๋ฐ˜๋ฉด ์—ฐ๊ตฌ๋Œ€์ƒ์ธ ๋ฏธ๊ตญ์€ ๋ฐ•์• ์ฃผ์˜์ž ์ง‘๋‹จ์ด ๋‹นํ•ด ์ง€๋ฐฉ์ •๋ถ€์— ๋Œ€ํ•ด ๋ณด๋‹ค ๋†’์€ ํ‰๊ฐ€๋ฅผ ๋‚ด๋ฆฌ๊ณ  ์žˆ๋‹ค. ๋˜ํ•œ๏ผŒ์ธ๊ตฌํ†ต๊ณ„ํ•™์  ๋ณ€์ˆ˜ ์ธก๋ฉด์—์„œ ๋ณด๋ฉด๏ผŒํ•œ๊ตญ์˜ ๋Œ€๊ตฌ์‹œ์˜ ๊ฒฝ์šฐ์—๋Š”๏ผŒ๋ฌด์ž„์Šน์ฐจ์ž์˜ ๋น„์œจ์ด ์—ฌ์„ฑ๏ผŒ์ค‘์‚ฐ์ธต๏ผŒ์ค‘๊ฐ„์ˆ˜์ค€์˜ ๊ฐ€๊ตฌ๏ผŒ์ค‘๊ฐ„์ˆ˜์ค€์˜ ์—ฐ๋ น์ธต์—์„œ ๋†’๊ฒŒ ๋‚˜ํƒ€๋‚˜๊ณ  ์žˆ๋Š” ๋ฐ˜๋ฉด๏ผŒ์—ฐ๊ตฌ๋Œ€์ƒ์ธ ๋ฏธ๊ตญ์˜ ์ง€๋ฐฉ์ •๋ถ€์— ์žˆ์–ด์„œ๋Š” ์—ฌ์„ฑ๏ผŒ์ƒ๋ฅ˜์ธต๏ผŒ๋Œ€ ๊ฐ€๊ตฌ๏ผŒ๋‚ฎ์€ ์—ฐ๋ น์ธต์—์„œ ๋†’๊ฒŒ ๋‚˜ํƒ€๋‚˜๊ณ  ์žˆ๋‹ค. ๋‘˜์งธ๏ผŒ์กฐ์„ธ-ํˆฌ์ž์ˆ˜์ค€์—์„œ ๋ณด๋ฉด ์•ž์˜ ์กฐ์„ธ-์ด์šฉ์ˆ˜์ค€์—์„œ ๋‚˜ํƒ€๋‚œ ๊ฒƒ๊ณผ ๋™์ผํ•œ ๊ฒฐ๊ณผ๋ฅผ ๋ณด์—ฌ์ฃผ๊ณ  ์žˆ์œผ๋‚˜ ๋‹ค๋งŒ ํ•œ ๊ฐ€์ง€ ์ฐจ์ด์ ์€ ํ•œ๊ตญ์˜ ๋Œ€๊ตฌ์‹œ์˜ ๊ฒฝ์šฐ๏ผŒ์†Œ๋“์ˆ˜์ค€์— ์žˆ์–ด ์ƒ๋ฅ˜์ธต์—์„œ ๋ฌด์ž„์Šน์ฐจ์ž ๋น„์œจ์ด ๋†’๊ฒŒ ๋‚˜ํƒ€๋‚˜๊ณ  ์žˆ๋‹ค๋Š” ์‚ฌ์‹ค์ด๋‹ค. ์—ฌ๊ธฐ์—์„œ ๋‚˜ํƒ€๋‚œ ๋ถ„์„๊ฒฐ๊ณผ๋ฅผ ํ† ๋Œ€๋กœ ์ง€๋ฐฉ์ •๋ถ€๋Š” ๊ณต๊ณต์„œ๋น„์Šค ์ œ๊ณต์— ์žˆ์–ด ๋ฌด์ž„์Šน์ฐจ์ž ๋ฌธ์ œ๊ฐ€ ์ง€๋ฐฉ์ •๋ถ€์˜ ๊ณผ์—…์„ฑ๊ณผ์ˆ˜์ค€๏ผŒ์ธ๊ตฌํ†ต๊ณ„ํ•™์  ๋ณ€์ˆ˜์— ๋”ฐ๋ผ ์–ด๋–ป๊ฒŒ ๋‹ฌ๋ฆฌ ๋‚˜ํƒ€๋‚˜๋Š”๊ฐ€๋ฅผ ๊ทœ๋ช…ํ•˜๊ณ  ์ด๋ฅผ ํšจ๊ณผ์ ์œผ๋กœ ํ•ด๊ฒฐํ•  ์ˆ˜ ์žˆ๋Š” ๋ฐฉ์•ˆ์„ ๋‹ค๊ฐ๋„๋กœ ๋งˆ๋ จํ•  ์ˆ˜ ์žˆ์„ ๊ฒƒ์ด๋‹ค.์ด ๋…ผ๋ฌธ์€ 2000ํ•™๋…„๋„ ์˜๋‚จ๋Œ€ํ•™๊ต ํ•™์ˆ ์—ฐ๊ตฌ์กฐ์„ฑ๋น„ ์ง€์›์— ์˜ํ•œ ๊ฒƒ

    Analyzing the Trends of Cultural Administration Studies in Korea: 1945-2007

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    ํ•ด๋ฐฉ์ดํ›„ ์šฐ๋ฆฌ๋‚˜๋ผ์˜ ๋ฌธํ™”ํ–‰์ •์€ ์ตœ๊ณ ์ •์ฑ…๊ฒฐ์ •๊ถŒ์ž์ธ ๋Œ€ํ†ต๋ น์˜ ๊ด€์‹ฌ์•„๋ž˜ ๊พธ์ค€ํžˆ ๋ฐœ์ „ํ•˜์—ฌ ์™”์œผ๋ฉฐ ํŠนํžˆ 1995๋…„ ์‹ค์‹œ๋œ ์ง€๋ฐฉ์ž์น˜์ œ๋ฅผ ๊ธฐ์ ์œผ๋กœ ์šฐ๋ฆฌ๋‚˜๋ผ์˜ ๋ฌธํ™”ํ–‰์ •์€ ๊ทธ ๋ฐœ์ „์†๋„๊ฐ€ ๊ฐ€์†ํ™”๋˜๊ณ  ์žˆ๋‹ค. ์ง€๋ฐฉ์ž์น˜์ œ ๋„์ž… ์ดํ›„ ์ค‘์•™์ •๋ถ€๊ฐ€ ์ฃผ๋„ํ•˜์˜€๋˜ ๋ฌธํ™”ํ–‰์ •์€ ์ง€๋ฐฉ์ •๋ถ€์˜ ์—ญํ•  ์ฆ๋Œ€๋กœ ์ •๋ถ€๊ฐ„ ๊ด€๊ณ„๊ฐ€ ํŒŒํŠธ๋„ˆ์‹ญ์— ๊ธฐ์ดˆํ•œ ์ˆ˜ํ‰์  ๊ด€๊ณ„๋กœ ๋ณ€๋ชจํ•˜์˜€๊ณ , ์ตœ๊ทผ์—๋Š” ํ•œ ๋‹จ๊ณ„ ๋” ๋‚˜์•„๊ฐ€ ์ •๋ถ€๋ถ€๋ฌธ์„ ๋น„๋กฏํ•œ ๋ฏผ๊ฐ„๋ถ€๋ฌธ, NGO ๋“ฑ๊ณผ์˜ ๋ฌธํ™” ๊ฑฐ๋ฒ„๋„Œ์Šค ๊ตฌ์ถ•์ด ์ค‘์š”ํ•œ ์•„์  ๋‹ค๋กœ ๋ถ€๊ฐ๋˜๊ณ  ์žˆ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ๋ฌธํ™”ํ–‰์ •์˜ ๋ฐœ์ „๊ณผ ๋”๋ถˆ์–ด ๋ฌธํ™”ํ–‰์ •์—ฐ๊ตฌ๊ฐ€ ์–ด๋– ํ•œ ํŒจํ„ด์„ ๊ฐ€์ง€๊ณ  ๋ฐœ์ „ํ•ด ์™”๋Š”์ง€๋ฅผ ๋ถ„์„ํ•˜์˜€๋‹ค. ์ด๋ฅผ ์œ„ํ•ด ๋ฌธํ™”ํ–‰์ •์—ฐ๊ตฌ ์‹œ๊ธฐ๋ฅผ ํƒœ๋™๊ธฐ, ๋ฐœ์ „๊ธฐ, ์„ฑ์ˆ™๊ธฐ๋กœ ๊ตฌ๋ถ„ํ•˜๊ณ , ๊ฐ ์‹œ๊ธฐ๋ณ„๋กœ ์—ฐ๊ตฌ์„ฑ๊ฒฉ, ์ •์ฑ…๊ณผ์ •, ์—ฐ๊ตฌ์ฃผ์ œ, ๋ฐ•์‚ฌํ•™์œ„ ๋…ผ๋ฌธ, ๋ฌธํ™”ํ–‰์ • ๋‹ด๋ก ์˜ ์žฅ์— ๋Œ€ํ•ด ์–ด๋– ํ•œ ๋ณ€ํ™”๊ฐ€ ์žˆ๋Š”๊ฐ€๋ฅผ ์ง‘์ค‘์  ๊ทœ๋ช…ํ•˜์˜€๋‹ค. ๋ถ„์„๊ฒฐ๊ณผ, ๊ฐ ์‹œ๊ธฐ๋ณ„๋กœ 5๊ฐœ ๋ถ€๋ฌธ์˜ ๋ฌธํ™”ํ–‰์ •์—ฐ๊ตฌ ๊ฒฝํ–ฅ์— ์žˆ์–ด ๋šœ๋ ทํ•œ ์ฐจ์ด๋ฅผ ๋ณด์—ฌ ์ฃผ์—ˆ๋‹ค. ์ „๋ฐ˜์ ์œผ๋กœ ๋ณผ ๋•Œ, ๋ฌธํ™”ํ–‰์ • ์—ฐ๊ตฌ๋Š” ์–‘์ ์œผ๋กœ๋Š” ๊ธ‰ํŒฝ์ฐฝํ•˜์˜€์ง€๋งŒ ์งˆ์ ์ธ ์ธก๋ฉด์—์„œ ๋ณด๋ฉด, ๋‹ค๋ฃจ๋Š” ๋Œ€์ƒ์˜ ๋ฒ”์œ„๊ฐ€ ๋„ˆ๋ฌด ํ•œ์ •๋˜์–ด ์žˆ์„ ๋ฟ๋งŒ ์•„๋‹ˆ๋ผ ๋‚ด์šฉ๋ฉด์—์„œ๋„ ์‹ฌ๋„์žˆ๋Š” ๋…ผ์˜๊ฐ€ ๋ฏธํกํ•œ ๊ฒƒ์œผ๋กœ ๋ถ„์„๋˜์—ˆ๋‹ค. ํ–ฅํ›„ ๋ฌธํ™”ํ–‰์ •์—ฐ๊ตฌ๊ฐ€ ์งˆ์ ์œผ๋กœ ๋” ์ถฉ์‹คํ•ด์ง€๊ธฐ ์œ„ํ•ด์„œ๋Š” ๋ฌธํ™”ํ–‰์ • ๋‹ด๋ก ์˜ ํ™œ์„ฑํ™”๋ฅผ ์œ„ํ•œ ํ•™๋ฌธ๊ณต๋™์ฒด์˜ ๊ตฌ์ถ•์ด ์ ˆ์‹คํ•˜๊ฒŒ ๋…ผ์˜๋˜์–ด์•ผ ํ•  ๊ฒƒ์ด๋‹ค. Since the liberation from being a colony of Japan, Korean cultural administration has developed steadily under the concern of the president. In particular, local autonomy, introduced in 1995, has made cultural administration prosper more. After the introduction of local autonomy, the paradigm of cultural administration shifted from a vertical relationship taken at initiative of the central government to a horizontal relationship based on a partnership between the government, the private sector, and citizen groups. Building cultural governance has recently been a hot issue for enhancing the effectiveness of cultural policy. The study analyzes how cultural administration studies have evolved along with the development of cultural administration. For this, cultural administration studies have been classified into three periods called formation, development, and maturation. The characteristics of each period were analyzed intensively according to research characteristics, policy process, research themes, dissertations, and cultural administration discourse. The analysis showed that even though the number of cultural administration studies has increased dramatically, the quality of studies has not been high in terms of the scope of research and the contents. Therefore, future research should focus on activating the discourse of cultural administration by constructing academic communities

    ํ–‰์ •์กฐ์ง์˜ ์กฐ์ง๋ฐœ์ „(OD)์— ๊ด€ํ•œ ์‚ฌ๋ก€์—ฐ๊ตฌ: MBO๋ฅผ ์ค‘์‹ฌ์œผ๋กœ

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    MBO๋Š” ๋ฏธ๊ตญ์‹ ๊ด€๋ฆฌ๊ธฐ๋ฒ•์ด๊ธฐ๋Š” ํ•˜์ง€๋งŒ ๊ทธ๋ž˜๋„ ์šฐ๋ฆฌ๋‚˜๋ผ์— ์ ์šฉ๋  ์—ฌ์ง€๊ฐ€ ์ „ํ˜€ ์—†๋Š” ๊ฒƒ์€ ์•„๋‹ˆ๋‹ค. ๊ณต๋ฌด์›๋“ค์˜ ํ–‰ํƒœ ์กฐ์‚ฌ์— ์˜ํ•˜๋ฉด MBO๋ฆ ๋„์ž…์„ ๋ฐ›์•„๋“ค์ผ๋งŒํ•œ ์—ฌ์ง€๊ฐ€ ๋งŽ๋‹ค. ์‚ฌ๋žŒ๋“ค์ด ์„ฑ์žฅํ˜• ์ธ๊ฐ„๊ด€์  ๊ฐ€์น˜๋ฅผ ๊ฐ€์ง€๊ณ  ์žˆ๊ณ , ๋˜ ์˜์‚ฌ๊ฒฐ์ •์— ์ฐธ์—ฌํ•˜๊ธฐ๋ฅผ ์›ํ•˜๋ฉฐ ์•„์šธ๋Ÿฌ ์‹ ์„ธ๋Œ€๋กœ ๊ฐˆ์ˆ˜๋ก ์„ฑ๊ณผ์— ๋”ฐ๋ฅธ ๋ณด์ƒ์„ ์›ํ•˜๋Š” ์„ฑํ–ฅ์ด ๋†’์•„์ง€๊ณ  ์žˆ๋‹ค. ๊ทธ๋Ÿฌ๋‚˜ ์‹ค์ œ๋กœ MBO๋ฅผ ๋„์ž…ํ•˜๋Š” ๋ฐ๋Š” ๋ชฉํ‘œ์„ค์ •, ์„ฑ๊ณผ ํ‰๊ฐ€, ํ‰๊ฐ€ ๋ณด์ƒ ๋“ฑ๊ณผ ๊ด€๋ จ๋œ ๋งŽ์€ ๋ฌธ์ œ์ ์ด ์žˆ๊ธฐ ๋•Œ๋ฌธ์— ์ ์ง„์ ์ด๊ณ  ๋‹จ๊ณ„์ ์œผ๋กœ ์ ์šฉ๋˜์–ด์•ผ ํ•จ์—๋„ ๋ถˆ๊ตฌํ•˜๊ณ  ์‹ค์ œ๋กœ ํš์ผ์ ์ด๊ณ  ํ•˜ํ–ฅ์‹์œผ๋กœ ์ „๊ฐœ๋˜๊ณ  ์žˆ๋‹ค. ์ด๋Ÿฌํ•œ ์ด๋ฅผ ์„ฑ๊ณผ๊ธ‰์— ๋ฐ˜์˜ํ•˜๋„๋ก ๊ฐ•์ œํ•˜๊ณ  ์žˆ๊ธฐ ๋•Œ๋ฌธ์— ๋ถˆ๊ฐ€ํ”ผํ•ด๋ณด์ธ๋‹ค. ๋”ฐ๋ผ์„œ MBO๋Š” ๋ฐ”๋กœ ์„ฑ๊ณผํ‰๊ฐ€ ๋ฐ ๋ณด์ƒ์œผ๋กœ ์—ฐ๊ฒฐ์‹œํ‚ค๊ธฐ ๋ณด๋‹ค ๋จผ์ € ๋ชฉํ‘œ์„ค์ •๊ณผ ์„ค์ •๊ณผ์ •์—์„œ ๊ธฐ๋Œ€๋˜๋Š” ์กฐ์งํ†ตํ•ฉ ๋“ฑ์˜ ๊ฐ€์น˜๋ฅผ ์‹คํ˜„ํ•˜๋Š”๋ฐ ๋” ์šฐ์„ ์„ ๋‘์–ด์•ผ ํ•  ๊ฒƒ์ด๋‹ค.์ด ๋…ผ๋ฌธ์€ 1996๋…„๋„ ํ•œ๊ตญํ•™์ˆ ์ง„ํฅ์žฌ๋‹จ์˜ ๊ณต๋ชจ๊ณผ์ œ ์—ฐ๊ตฌ๋น„์— ์˜ํ•˜์—ฌ ์—ฐ๊ตฌ๋˜์—ˆ์Œ

    ์ง€์—ญ๋ฌธํ™”์ •์ฑ… ์ง‘ํ–‰๊ณผ์ •์— ์˜ํ–ฅ์„ ๋ฏธ์น˜๋Š” ์š”์ธ์— ๊ด€ํ•œ ์ธ์‹๋„ ํ‰๊ฐ€: ๋Œ€๊ตฌ ๊ด‘์—ญ์‹œ๋ฅผ ์ค‘์‹ฌ์œผ๋กœ

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    ๋ณธ ์—ฐ๊ตฌ๋Š” ์ง€์—ญ๋ฌธํ™”์ •์ฑ… ์ง‘ํ–‰๊ณผ์ •์— ์˜ํ–ฅ์„ ๋ฏธ์น˜๋Š” ๋‹ค์–‘ํ•œ ์š”์ธ๋“ค์„ ์ด๋ก ์  ๊ณ ์ฐฐ์„ ํ†ตํ•ด ๋ฐํ˜€๋‚ด๊ณ  ์š”์ธ๋ถ„์„์„ ํ†ตํ•ด ์ด๋“ค์ด ์–ด๋–ป๊ฒŒ ๋ฒ”์ฃผํ™”๋  ์ˆ˜ ์žˆ๋Š”์ง€๋ฅผ ์‚ดํŽด ๋ณด์•˜๋‹ค. ๋ถ„์„๊ฒฐ๊ณผ ์ฒซ์งธ, ์ง€์—ญ๋ฌธํ™”์ •์ฑ… ์ง‘ํ–‰๊ณผ์ •์— ์˜ํ–ฅ์„ ๋ฏธ์น˜๋Š” ์š”์ธ๊ตฐ์œผ๋กœ๋Š” ๋ฌธํ™”ํ–‰์ •์˜ ์ „๋ฌธ์„ฑ, ๋ฌธํ™”๊ด€๋ จ ์กฐ์ง๋“ค๊ฐ„์˜ ํ˜‘๋ ฅ, ๋ฌธํ™”์ธํ”„๋ผ์˜ ๊ตฌ์ถ•, ์ง€์—ญ๋ฌธํ™”์‚ฌ์—…์˜ ๊ฒฝ์Ÿ๋ ฅ, ๋ฌธํ™”ํ–‰์‚ฌ์˜ ๋‹ค์–‘์„ฑ, ๋ฌธํ™”๋ฐœ์ „์˜์ง€ ๋“ฑ 6๊ฐ€์ง€ ์š”์ธ์œผ๋กœ ๋ถ„๋ฅ˜๋œ๋‹ค๋Š” ๊ฒƒ์„ ์š”์ธ๋ถ„์„์„ ํ†ตํ•ด ์•Œ ์ˆ˜ ์žˆ์—ˆ์œผ๋ฉฐ, ๋‘˜์งธ, ์ง€์—ญ๋ฌธํ™”์ •์ฑ… ์ง‘ํ–‰๊ณผ์ •์— ์˜ํ–ฅ์„ ๋ฏธ์น˜๋Š” ์š”์ธ๋“ค์— ๋Œ€ํ•ด ๊ณต๋ฌด์›๊ณผ ๋ฌธํ™”์˜ˆ์ˆ ์ธ์˜ ์ธ์ง€๋„๊ฐ€ ์ƒ์ดํ•œ ๊ฒƒ๋„ ์žˆ์—ˆ์œผ๋‚˜ ๋Œ€์ฒด๋กœ ๋‘ ์ง‘๋‹จ ๋ชจ๋‘ ๋ถ€์ •์ ์ธ ์ธ์ง€๋„๋ฅผ ๋‚˜ํƒ€๋‚ด๋Š” ๊ฒฝ์šฐ๊ฐ€ ๋งŽ์•˜๋‹ค. ํŠนํžˆ, ๋‹จ์ฒด์žฅ์˜ ๋ฌธํ™”๋ฐœ์ „์˜์ง€์™€ ๋ฌธํ™”ํ–‰์ • ๋‹ด๋‹น๊ณต๋ฌด์›์˜ ์ „๋ฌธ์„ฑ์—์„œ๋Š” ๋‘ ์ง‘๋‹จ๊ฐ„์˜ ์ธ์‹์ด ์ƒ์ดํ•˜์˜€์œผ๋ฉฐ, ๋ฌธํ™”์ธํ”„๋ผ์™€ ๋ฌธํ™”ํ–‰์‚ฌ์˜ ๋‹ค์–‘์„ฑ์— ๋Œ€ํ•ด์„œ๋Š” ๋‘ ์ง‘๋‹จ ๋ชจ๋‘ ๋ถ€์ •์ ์œผ๋กœ ์ธ์ง€ํ•˜๊ณ  ์žˆ๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค

    Linkages between bureaucratic-authoritarian culture and organizational productivity improvement in the public sector: a comparative study between Korea and US.

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    ๋ณธ ์—ฐ๊ตฌ๋Š” ๊ถŒ์œ„์ฃผ์˜ ๋ฌธํ™”๊ฐ€ ์กฐ์ง์„ฑ๊ณผ์— ๋ฏธ์น˜๋Š” ์˜ํ–ฅ์„ ํ•œ๊ตญ๊ณผ ๋ฏธ๊ตญ์„ ๋Œ€์ƒ์œผ๋กœ ์‹ค์ฆ์  ๋ถ„์„์„ ํ†ตํ•ด ํ™•์ธํ•˜๊ณ , ๋‘ ๊ตญ๊ฐ€ ๊ฐ„์— ์–ด๋– ํ•œ ์ฐจ์ด๊ฐ€ ์กด์žฌํ•˜๋Š”๊ฐ€๋ฅผ ๊ทœ๋ช…ํ•˜๋Š”๋ฐ ์ผ์ฐจ์  ๋ชฉ์ ์ด ์žˆ๋‹ค. ์ด๋ก ์  ๋…ผ์˜ ๋ฐ ์„ ํ–‰์—ฐ๊ตฌ์—์„œ๋Š” ๊ถŒ์œ„์ฃผ์˜ ๋ฌธํ™”์— ๋Œ€ํ•œ ๊ฐœ๋…๊ณผ ํ˜•์„ฑ์š”์ธ ๋ฐ ๊ถŒ์œ„์ฃผ์˜ ๋ฌธํ™”์™€ ์กฐ์ง์„ฑ๊ณผ์™€์˜ ๊ด€๊ณ„์— ๋Œ€ํ•œ ์„ ํ–‰์—ฐ๊ตฌ๋“ค์„ ์ž์„ธํ•˜๊ฒŒ ๊ณ ์ฐฐํ•˜์˜€๋‹ค. ์ด๋Ÿฌํ•œ ์ด๋ก ์  ๋…ผ์˜์™€ ์„ ํ–‰์—ฐ๊ตฌ๊ฒ€ํ† ๋ฅผ ๋ฐ”ํƒ•์œผ๋กœ ๊ถŒ์œ„์ฃผ์˜ ๋ฌธํ™”๋ฅผ ํ˜•์„ฑํ•˜๋Š” ์š”์ธ๋“ค์„ ๊ทœ๋ช…ํ•˜๊ณ , ์กฐ์ง์„ฑ๊ณผ์— ์–ด๋– ํ•œ ์š”์ธ์ด ์˜ํ–ฅ์„ ๋ฏธ์น˜๋Š”์ง€๋ฅผ ๋‹ค์ค‘ํšŒ๊ท€๋ถ„์„๊ธฐ๋ฒ•์„ ํ™œ์šฉํ•ด ๋ถ„์„ํ•˜์˜€๋‹ค. ๋ถ„์„๊ฒฐ๊ณผ, ํ•œ๊ตญ๊ณผ ๋ฏธ๊ตญ ๋ชจ๋‘์—์„œ ๊ถŒ์œ„์ฃผ์˜ ๋ฌธํ™”๋ฅผ ํ˜•์„ฑํ•˜๋Š” ์š”์ธ๋“ค ์ค‘ ํ™˜๊ฒฝ์  ์š”์ธ์ด ์กฐ์ง ์„ฑ๊ณผ์— ๊ฐ€์žฅ ๋งŽ์€ ์˜ํ–ฅ์„ ๋ฏธ์น˜๋Š” ๊ฒƒ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ์œผ๋ฉฐ ์ด์–ด ํ–‰ํƒœ์  ์š”์ธ, ์กฐ์ง ๊ตฌ์กฐ์  ์š”์ธ์˜ ์ˆœ์œผ๋กœ ๋‚˜ํƒ€๋‚ฌ๋‹ค. ๋ณธ ์—ฐ๊ตฌ๋Š” ๊ตญ๊ฐ€๋ณ„ ํŠน์„ฑ์— ๊ด€๊ณ„์—†์ด ์กฐ์ง๋ฌธํ™”์  ์š”์†Œ๋ฅผ ํฌํ•จํ•˜๋Š” ์กฐ์งํ™˜๊ฒฝ์  ์š”์ธ์ด ๊ฐ€์žฅ ์ค‘์š”ํ•˜๊ธฐ ๋•Œ๋ฌธ์— ํ–ฅํ›„ ํ–‰ํƒœ์  ์š”์ธ, ์กฐ์ง๊ตฌ์กฐ์  ์š”์ธ๊ฐœ์„ ์—๋งŒ ์น˜์ค‘ํ•˜๋Š” ํ˜„ํ–‰ ์ ‘๊ทผ๋ฒ•์—์„œ ํƒˆํ”ผํ•˜์—ฌ ์กฐ์งํ™˜๊ฒฝ์  ์š”์ธ์— ๋Œ€ํ•œ ์กฐ์ง๊ด€๋ฆฌ์ž์˜ ๊ด€์‹ฌ์ฆ๋Œ€๊ฐ€ ํ•„์š”ํ•˜๋‹ค๋Š” ์ ์„ ์‹œ์‚ฌํ•ด ์ฃผ๊ณ  ์žˆ๋‹ค. The purpose of this study is to investigate the influence of the authoritarian culture on organizational performance. The study tries to define the concept of authoritarian culture and categorizes the sub-dimension of authoritarian culture. A survey was conducted with the sample of public service personnel of government in both Korea and US. The results show that only the organizational environment factor has a statistically significant influence on the level of the organizational performance. This study implies that the more emphasis should be placed on the organizational environment factor to improve the level of the organizational performance, rather than both behavioral and structural factor.์ด ๋…ผ๋ฌธ์€ 2004๋…„๋„ ํ•œ๊ตญํ•™์ˆ ์ง„ํฅ์žฌ๋‹จ์˜ ์ง€์›์— ์˜ํ•˜์—ฌ ์—ฐ๊ตฌ๋˜์—ˆ์Œ(KRF-2004-042-B00191)
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