26 research outputs found
νμ μ‘°μ§μ μμ§μ ν½μ°½μ κ΄ν μ°κ΅¬ : κ΄λ ¨λ³μμ κ΄ν μ°κ΅¬λ₯Ό μ€μ¬μΌλ‘
νμλ
Όλ¬Έ(μμ¬)--μμΈλνκ΅ νμ λνμ :νμ νκ³Ό νμ νμ 곡,1999.Maste
(A)Study on the effects of team system in the Korean government
νμλ
Όλ¬Έ(λ°μ¬)--μμΈλνκ΅ λνμ :νμ νκ³Ό νμ νμ 곡,2006.Docto
Teams in government: myth and realities
2005λ
3μ νμ μμΉλΆκ° μ λΆμ‘°μ§ μ΅μ΄λ‘ μ λ©΄μ μΈ νμ λ₯Ό λμ
ν μ΄ν, μ΄λ₯Ό λμ
νκ±°λ μ€λΉ μ€μΈ μ λΆ λΆμ²μ μλ μ§μμ μΌλ‘ μ¦κ°νλ μΆμΈμ μμΌλ μ¬μ ν 곡곡쑰μ§μμ νμ μ€μμ λν΄μλ κΈμ μ μκ°κ³Ό λΆμ μ μΈ μκ°μ΄ 곡쑴νκ³ μλ€. λ³Έ μ°κ΅¬λ νμ μ ν¨κ³Όλ³΄λ€λ νμ¬ μνλ₯Ό λΆμνλ κ²μ λͺ©μ μΌλ‘ νμλ€. κ²°κ³Ό νμ μ λμ
μΌλ‘ μΈν΄μ κ²°μ¬λ¨κ³κ° μ€μ΄λ€κ³ , μ‘°μ§λ¬Ένκ° λ³΄λ€ κ²½μμ§ν₯μ μΌλ‘ λ°λμ΄κ°κ³ μλ κ²μ λ°κ²¬νμλ€. κ·Έλ¬λ νλ¨μ μ‘°μ§μ μ€νλ € νμ λμ
μ΄ν λ μ¦κ°νλ λ± μΉμ§κΈ°νμ νλ μΈ‘λ©΄λ μμμ λ°κ²¬νμλ€. νμ λμ
κ³Όμ μ΄ λμ²΄λ‘ λ¨κΈ°κ°μ κ·ΈμΉκ³ μκ³ , λ΄λΆκ΅¬μ±μμ λμμ μ§μ§λ₯Ό μ€μ¬μΌλ‘ μ΄λ£¨μ΄μ§κΈ°λ³΄λ€ μ΅κ³ κ΄λ¦¬μμ μμ§μ κ²°μ μ λ°λΌμ λμ
μ΄ κ²°μ λ κ²μΌλ‘ λνλ¬λ€. μ΄κ²μ μ΅κ³ κ΄λ¦¬μκ° κ΅μ²΄λλ©΄ νμ μ μ±ν¨κ° λ¬λΌμ§ μ μμμ μλ―ΈνκΈ° λλ¬Έμ ꡬμ±μμ λμμ μ§μ§λ₯Ό ꡬνλλ° λ
Έλ ₯μ λ€νμ¬μΌ ν κ²μ΄λ€. κ·Έλ¦¬κ³ μ λκ° λΆλΆμ μΌλ‘ μ λΆμ‘°μ§κ° λννλ₯Ό 보μ΄λ©΄μ λμμ λ€μμ±λ 보μ΄κ³ μλ κ²μ μκ² λμλ€. μ΄λ¬ν μ°¨μ΄λ μ λμ ν¨κ³Όμ± νκ°λ₯Ό ν΅ν΄μ μ λκ°νμ μμ¬μ μ μ€ κ²μΌλ‘ κΈ°λλλ€. It is necessary that we analyze the team system of government and understand the real state and characteristics of that system to minimize the mistake and disorder for the introduction of team system when team system is introduced and spreaded in Korean governmental organization for the first time. Therefore we conduct the following study. First, we consider the background and effect of the introduction of team system through research of the preceding studies. Second, we analyze the real state of team system in the Korean government in point of the variables that determine the effectiveness of team system. We found that government seems to be more competitive and reduce layers of decision making. But there were not well prepared processes for adopting team system in Korean governments. Finally on the basis of these findings, we offer suggestions in policy based on the analyzed conclusion
A Study of a Plan for the Development of the Capability of Female Public Employees since the Increase in the Number of Female Civil Servants
μ§κΈκΉμ§ μ¬μ±κ³΅λ¬΄μμ λΉμ¨μ λΉμ½μ μΌλ‘ μ¦κ°νμλ€. λν μμΌλ‘λ μ¦κ°κ²½ν₯μ μ§μλ κ²μΌλ‘ μμλλ©°, μ΄λ κ°μ μ«μμ λ¨μ±κ³Ό μ¬μ±κ³΅λ¬΄μμ΄ κ³΅μ§μμ μΌν λ μ΄ λ©μ§ μμμμ μλ―Ένλ€. λ°λΌμ μ¬μ±μ λ₯λ ₯μ μΆ©λΆν νμ©ν λ°©μμ΄ μκΈν λ§λ ¨λμ΄μΌ νλ€. μ΄ μ°κ΅¬λ μ±λΉλ³νμ μ κ·Ήμ μΌλ‘ λμνμ¬ μ¬μ±κ³΅λ¬΄μμ λ₯λ ₯λ°μ μ λλͺ¨ν¨μΌλ‘μ¨ κ³΅μ§μ κ²½μλ ₯μ κ°ννκΈ° μν λ°©μμ μ μνλ€. λΆμμ λμμΌλ‘ μΌλ°μ§ 곡무μκ³Ό κ²½μ°°, μλ°©, μ무, κ²μ°° λ± νΉμ μ§ κ³΅λ¬΄μ ν¬ν¨νλ μ΄ μ°κ΅¬λ μ±λ³ μλκ°λ°νλ‘κ·Έλ¨μ λμ
, μ¬μ±μ μμ μ£ΌκΈ°λ₯Ό κ³ λ €ν 보μ§λ°°μΉ, λ¨λ
κ° λ©ν (mentor)μ λ©ν°(mentee)λ‘ λ©ν λ§μ λλ₯Ό ꡬμ±, κ·Έλ¦¬κ³ ν΅μ¬λ³΄μ§μ μ¬μ± κ²½λ ₯κ°λ°μ μ§μ λ± λ€ κ°μ§ μ¬μ±κ³΅λ¬΄μμ λ₯λ ₯λ°μ λ°©μμ μ μνλ€. The ratio of female public employees has rapidly inceased recently and this trend will continue in the future. This fact signifies that the number of male public employees and that of female public employees will be almost equal before long. As a result it is urgent that a plan be prepared for the full use of the capability of women in public employment. This study presents a plan for reinforcing the competitiveness of government service by planning to enhance the capability of female public employees in response to the change of the gender ratio. The analytical subjects of this study are not only general civil servants but also specialized employees including police officers, fire fighters, foreign service officers, and public prosecutors. This study proposes a plan for developing the capability of female civil servants including a gender capability development program, position assignment considering life cycle, a male- female mentoring system, and career development for female public employees in core positions
A Study of the Substance of the Team System Operation and the Effectiveness of the Team System in Korean Government
λ³Έ μ°κ΅¬λ μ λΆμ‘°μ§μ νμ μ΄μμ μ€μ§μ± μ¬λΆμ λ°λΌ μ°κ΅¬λμ νμ μνλΆμ²λ€μ 2κ°μ§ μ νμΌλ‘ ꡬλΆνκ³ , μ΄λ₯Ό λ°νμΌλ‘ μ‘°μ§λ¬Ένμ μ‘°μ§ν¨κ³Όμ± μΈ‘λ©΄μμ νμ κ° μ λΆμ‘°μ§μ λ―ΈμΉ μν₯μ μ’
λ¨μ μ°κ΅¬λ°©λ²κ³Ό ν‘λ¨μ μ°κ΅¬λ°©λ²μ λ³ννμ¬ μ΄ν΄λ³΄μλ€. μ°κ΅¬ κ²°κ³Ό νμ μμΉλΆμ μ‘°λ¬μ²μ μ€μ§μ νμ λ₯Ό μ€μνκ³ μλλ° λ°ν΄ κΈ°νμμ°μ²μ λ
ΈλλΆ, 건μ€κ΅ν΅λΆ, 보건볡μ§λΆ λ±μ νμμ νμ λ₯Ό μ€μνκ³ μμ κ°λ₯μ±μ΄ ν° κ²μΌλ‘ λνλ¬λ€. μ΄λ¬ν κ²°κ³Όλ₯Ό ν λλ‘ νμ μ€μ λΆμ²λ€μ μ€μ§μ νμ μ€μ λΆμ²μ§λ¨κ³Ό νμμ νμ μ€μ λΆμ²μ§λ¨μΌλ‘ λλκ³ νμ λ―Έμ€μ λΆμ²μ§λ¨μ ν¬ν¨μμΌ νμ λμ
μ ν¨κ³Όλ₯Ό μΈ‘μ ν΄ λ³΄μλλ°, μ€μ§μ μΈ νμ λ₯Ό μ€μν λΆμ²λ€κ³Ό μ¬ν λΆμ²λ€ κ°μ κ²½μμ£Όμμ μ‘°μ§λ¬Έν, μ§λ¬΄λ§μ‘±λ λ±μ μμ΄ μ μλ―Έν μ°¨μ΄κ° μλ κ²μΌλ‘ λνλ¬λ€. μ΄μ κ°μ μ°κ΅¬κ²°κ³Όλ κΈ°κ΄μ₯μ κ°λ ₯ν 리λμ νμμ νμ λμ
μ μν μ λμ κΈ°λ°μ΄ μ ꡬλΉλκ³ νμμ μΈ μμ§μ νμ κ° μλ μ€μ§μ μΈ νμ κ° μνλλ€λ©΄ κ²½μμ£Όμμ μ‘°μ§λ¬Ένκ° κ°νλλ©° μ§λ¬΄λ§μ‘±λκ° ν₯μλλ λ± κΈμ μ μΈ λ³νκ° μ΄λλ μ μμμ μμ¬νλ€. This study classifies government organizations into two groups based on the substance of team system and investigate the effect of team system on government organizations through organizational culture and organizational effectiveness. There are two major findings of the analysis. First, there exists a significant difference in 'awareness of organizational change after team system introduction' among government organizations. The members of the 'Ministry of Government Administration and Home Affairs' and the 'Public Procurement Service' have a more positive attitude toward the team system. Second, after dividing the objects of the study into three groups - 'actual team system operating organizations', 'formal team system operating organizations', 'non-adopting team system organizations', this study evaluate the effects by a longitudinal study and a cross-sectional study. The levels of competitive organizational culture and job satisfaction are significantly different between three groups