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조직의 문화통합에 관한 연구 : 행정자치부 사례를 중심으로 원문보기
(A) Research of Organization's Culture Integration : a Case Study of the Ministry of Government Administration and Home Affairs

  • 저자

    장지원

  • 학위수여기관

    고려대학교 대학원

  • 학위구분

    국내박사

  • 학과

    행정학과

  • 지도교수

  • 발행년도

    2004

  • 총페이지

    ⅵ, 242p

  • 키워드

    조직 문화통합 행정자치부;

  • 언어

    kor

  • 원문 URL

    http://www.riss.kr/link?id=T10068109&outLink=K  

  • 초록

    The main purpose of this study is to determine whether or not the Ministry of Government Administration and Home Affairs has effectively introduced new organizational culture for the purpose of fulfilling their initial goal of organizational integration, as well as to examine the positive and negative aspects of this goal. In addition, if the administration system fails to display the effect of cultural integration properly, this study will identify and examine the underlying source of the problem. In order to accomplish this research objective, the primary functions and characteristic properties of the previous ministry of Home Affairs and Ministry of Government Administration were examined and the process of cultural integration. the cultural integration of the organization on the dimension of group culture was examined in order to identify the underlying factors behind the failure to integrate these two order organizations. The results of the above research objective can be arranged as follows. Careful analysis of the organization's characteristics based on interviews and MBTI revealed that the expected effect of organizational culture integration of the Ministry of Government Administration and Home Affairs was not to appeared. Despite the integration of the previous Ministry of Government Administration and Ministry of Home Affairs, these two organizations seemed to coexist as two separate groups, but each group emphasized their cultural value and superiority. the study empirically examines the various factors that influence cultural integration such as environmental factors, strategy, and work operation characteristics. Major the findings of the research are as follows. The internal and external environmental factors such as Political environment and the characteristics of the Ministries were found to influence the cultural integration of the Ministry of Government Administration and Home Affairs. therefore, it is necessary to fully understand the value of each division of the organization and what it can contribute in order to successfully integrate and reorganize them into a new organization. Personnel strategy was examined, because personnel strategy is a very important element for successful integration. of the organizations The importance of personnel strategy is largely due to the fact that members of an organization are significantly influenced regarding their sense of value formation and behavior. It also influences the integration of organization. Rather than striving to form a unified structure, the personnel strategy of the MOGAHA was found to create a discord structure with organization thus preventing the ideal integration. Work operation characteristics were also examined using MBTI psychology questionnaire to grasp the basic organizational characteristics of the two groups in the areas of Extroversion and Introversion, Sensing and Intuition, Thinking and Feeling, and Judgment and Perception. Further analysis of MBTI factors such as function and works, human relations, work style, among others, were found to greatly influence the organization's characteristics. First, function and works appeared mainly in the area of Extroversion and Introversion. Because the Personnel Bureau and Administration Management Bureau's works achieves much policy development and drafting study, there are many requests from other organizations and much interest from the surrounding environment. Furthermore, because the Local Autonomy Administration Bureau and Local Finance Economy Bureau is directly linked to the lives of citizens, each member within the organization works harder to fulfill their duty. Secondly, because human relations concerns upper and lower level relations, comradeship, and group atmosphere, among other factors, it appeared mainly in the Thinking, Feeling side. The values that the Personnel Bureau and the Administration Management Bureau emphasized were more logical, rational, and they encouraged more information exchange than the Local Autonomy Administration Bureau and Local Finance Economy Bureau. The latter bureaus were found to be more personal, sensitive, and viewed human relations between members more seriously. Furthermore, the Planning and Management Divisions and General Service Division emphasized the importance of good human relations. Thirdly, because work style involves the organization's life style, it appeared mainly in the area of Judgment and Perception. The Personnel Bureau, Administration Management Bureau considers many different aspects regardless of the amount of time required, and the quality of decision-makingis considered the highest group as opposed to swiftness, which is considered the lowest. Local Autonomy Administration Bureau and Local Finance Economy Bureau fall behind on swiftness of decision-making compared to the Planning and Management Office, General Service Division, but the quality of decision-making was superior. Also, the Local Autonomy Administration Bureau and Local Finance Economy Bureau prefer to reach one concordant work processing method, but were found to be less efficient. Even when analyzing new systems or organizational performances, they prefer the method of "introduction first and examination later," and the work process is most clearly defined in this group. On the other hand, the Planning and Management Office and General Service Division emphasize swiftness of decision making, arriving at a unified agreement, and places swiftness of decision making highest and the quality of the decision making as the lowest. When problems within the organization arise, they are quick to arrive at a concordant decision, and they prefer the method of "introduction first and examination later," but less than the Local Autonomy Administration Bureau and Local Finance Economy Bureau. In order to encourage each individual member to achieve their best, this Division has the least clearly defined work process. These findings show that the Personnel Bureau and the Administration Management Bureau want more information during the process and leave a generous margin for decision-making, giving them high perception function. The Local Autonomy Administration Bureau and Local Finance Economy Bureau were found to make definite and firm decisions and resolve problems well, thus giving them highjudgment function. The study shows that the new organization's culture was not formed by a mechanical integration of two organizations into one but rather two separate organization's cultures were found to coexist. Furthermore, the culture of the unified organization continues to lack mutual recognition and exhibits a pattern of discord. Not only does such tension and discord cause further problems over time, but also it can threaten an organization's identity. With this new information and understanding we must strive to determine what primary functions of groups are possible to combine and integrate before attempting to integrate different organizations. There are various theoretical aspects presented in this paper. First, the use of MBTI test to grasp an objective view of organizational characteristics may contribute to the methodological advancement. Secondly, the concept of organization integration itself surpasses general commonsense, because it involves awareness of an organization's environment, strategic aspects, primary functions, and work style among other factors, and offered insight into how organizations can be evaluated according to systematic variables. Previously, it was not possible to evaluate organization culture and integration in a systematic method, but this study presents theoretical ideas for this purpose. It may be desirable for further research to develop an even more systematic and objective evaluation index of organizational culture. Moreover, it must be noted that the pre-analysis and the functional distinction of work relating to organizational culture must be made clearer and more defined.


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