공공부문 스마트워크 활성화를 위한 조직문화 연구 : 경쟁가치모형을 이용한 현재문화와 적합문화의 차이분석을 중심으로
A Study of Public Sector Organizational Culture for Smart Work Activation
viii, 166 p.
'스마트워크' '원격 근무' '경쟁가치모형';
- 원문 URL
It is shown that Smart work is slowly spread to the range of social despite far superior compared to the past teleworking environmental requirements. In particular, Organizational Culture which has studied the early days of research and treated as a major problem still remains a problem. Unlike previous studies, which have focused on the actual measure, this study focuses on an area of more theoretical work and pursuits organizational culture changes to activate smart work. the research used Organizational Culture Assesment Instrument(OCAI) which is based on Competing Values Framework(CVF). OCAI measures Cultural aspects of the organization of public administration and other sub-groups with specific cultural characteristics such as gender, age, marital status, number of times it has been used, position, academic background and period of work experience by dividing current situation and the suitable situation for smart work. This research is an alternative way that help to complement the lack of previous research in Organizational Culture for the activation of Smart Work in Korea. It also has a purpose to investigate the usefulness of the measurement tool which is based on Competing Values Framework(CVF). The study results of the analysis are as follows: First, the analysis of organizational culture of public administration in Korea features that "Hierarchy Culture" is the dominant cultural characteristics. In terms of comparison of the organizational culture type, Hierarchy Culture and Market Culture are relatively strong in the other hand, Adhocracy Culture is the weakest respectively. Second, members of the public organization preferred to Adhocracy Culture which is suitable for smart work. Third, members of Korea's public organizations are aware that there are differences between the organizational culture they have and the organizational culture for smart work. Overall, compared with the existing organizational culture, the members strongly demand the increase of Adhocracy Culture, and urge the decrease of Market Culture and Hierarchy Culture. Fourth, With the analysis of Organizational Culture, looking through previous researches, there may be inferred plans for smart work revitalization as follows: Offering guidelines that specify details about the organization such as Building and operating, funding, application procedures, work rules for smart work can reduce the administrator's management and instructions. It would lead to reduction of Hierarchy Culture. The expansion of compensation plan for creative performance can make people concentrate on the work. It would lead to strengthening of Adhocracy Culture. In aspect of measurement of organizational culture, management of employees and dominant characteristics appear as a major variable. It is important to effective support from the organization administrator. those things could be one of the practical measures. Fifth, Hierarchy Culture mostly showed among the majority of classified groups and following in order are Market Culture, Clan Culture and Adhocracy Culture. However, 7 out of 136 classified groups showed different characteristics of organizational culture against others. Sixth, within each group, the strength of smart work appropriate organizational culture differences and inconsistencies of the existing organizational culture appeared more varied. Characteristically, the nine groups favored the increase of market culture. Three groups hoped to strengthen all cultural types, two groups hoped to weaken all cultural types. Seventh, the achievement from previous studies focused on characteristics by specific groups show that there is big difference between existing culture and suitability culture. This may be assumed that the senior officials considered to have a wide gap to proceed smart work in current organizational culture. It is inferred that the administrator groups think that using smart work is inefficient in current environment of the organization. Therefore, the proposes from previous studies such as staffing advantages, reduction of turnover, and reduced overtime hours are considered to be useful. and Offering sustainable operation of the smart work experience for administrators is considered to be useful. Eighth, like other previous studies, this study provides basis that organizational culture assessment Instrument (OCAI) by the Competing Value Framework(CVF) can be reaffirmed, and it shows a possibility to develop continuedly as a useful tool for the study of organizational culture. Based upon the findings mentioned above, this study suggests the policy alternatives as following: First, policies for smart work should give priority to suitability organization for smart work. Organizational culture is difficult to change in the short term, and it needs to long-term management for changes. Therefore, these policies should proceed for suitability organization for smart work as the priority. Second, the expansion of the concept of Smart Work policy is needed. In order to equip the basis of activation through changes in organizational culture, the expansion of smart work should be in priority over other government policies Third, the legislation of Smart Work Promotion Act is needed. Offering guidelines that specify details about the organization such as legislation, operating guidelines, application procedures, work rules for smart work can reduce the administrator's management and instructions. It is one of the most practical measures to reduce Hierarchy Culture. Fourth, to provide incentives for workers of smart work is needed. Incentives simply guide to reduce all concerns about smart work. Finally, sustained support for smart work is necessary to enable research. The support for revitalization of smart work would lead to the smooth settlement in smart work, and it would act as a stepping stone to global standard of smart work.