• The Korean Nurse
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• v.19 no.4 s.107
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• pp.14-18
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• 1980

• 한국사회복지학회:학술대회논문집
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• 2006.04a
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• pp.207-221
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• 2006

• KOREAN POULTRY JOURNAL
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• v.16 s.172
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• pp.35-37
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• 1984

양계산업발전을 위한 행정조직의 개편과 안정기금의 조성을 통해 협회기능이 활성화되어야하며 유통기능에 생산자가 참여하고 생산성 향상을 위한 보다 창의적인 개선의지가 선행되길$\cdots$

• Product Safety
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• s.213
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• pp.28-31
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• 2011

• Journal of Digital Convergence
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• v.16 no.3
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• pp.345-351
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• 2018

We study convergent influence on job burnout(MBI-GS: Maslach Bunout Inventory-General Survey) and its association with Organizational Commitment Questionnaire(OCQ), Type A Behavior Pattern(TABP) and depression(CES-D: Center for Epidemiologic Studies Depression scale) among Hospital Administrative Staff(HAS). The survey was administered to 201 staff from 9 general hospitals located in J area from Jul. 3rd, 2017 to Jul. 29th, 2017. The structured self-administered questionaries were used. MBI-GS was positively correlated with TABP and CES-D, and it was negatively correlated with OCQ. With the analysis of covariance structure, CES-D was more influential on MBI-GS than OCQ and TABP. The study found the higher TABP and CES-D, and the lower OCQ tend to increase MBI-GS. The results indicate that the efforts, to decrease TABP and CES-D, and to increase OCQ, are required to decrease the MBI-GS of HAS. The results are expected to be useful for organization personnel management to decrease the MBI-GS of HAS. In the following study, the analysis about additional factors of influence on MBI-GS will be needed.

• 한국디지털정책학회:학술대회논문집
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• 2006.06a
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• pp.183-190
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• 2006

본 논문에서는 지방행정혁신의 모델이 될 만한 외국기업 GE의 혁신 사례를 살펴보고, 충북도청에서 추진하는 브랜드사업에 GE 혁신 사례의 적용가능성을 제시하고자 한다. 기업과는 달리 행정기관은 비영리적 기관임에도 불구하고 운영 면에서 두 유형의 조직은 점차 비슷한 성격을 띄어가고 있는 데, 이러한 현상은 공히 고객 중심적 사고방식을 지향하고, 요즈음 CEO형 단체장이 각광을 받으며, 행정기관들도 점차 효과성/효율성을 중시하는 점 등에서 살펴볼 수 있겠다. 이러한 현상들이 행정혁신의 배경이 됨을 고려해 볼 때, 행정기관들은 이미 수백 년간 혁신을 추구해온 기업들로부터 많은 것을 배우고 참고할 수 있을 것으로 보인다.

• Proceedings of the Korea Society for Industrial Systems Conference
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• 1999.05a
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• pp.259-267
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• 1999

정부의 대민 서비스의 대부분을 차지하는 민원행정조직의 근본적인 문제점을 지적하고, 민원행정프로세스를 재구축하기 위한 전략을 제시함으로서 작금 정부가 추구하는 전자정부의 구현에 일조 하고자 함에 본 연구의 목적이 있다. 본 소고에서는 민원행정의 중요성 및 우리나라 민원행정의 문제점을 살펴보고, 정보기술(IT)을 기반으로 한 프로세스 재설계 방안에 관해 개념적인 차원에서 제시한다. 아울러 민원창구의 혁신을 위한 방안으로 케이스 관리(Case Management) 개념을 제안하고, 궁극적으로 민원행정이 지향하는 원-스톱, 논-스톱 서비스를 실현하기 위한 요건을 언급한다.

• The Journal of the Korea Contents Association
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• v.8 no.7
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• pp.243-251
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• 2008

The purpose of this study is to give some suggestions by examining what kind of effects the cynicism about the organizational change of the administrative staff in private colleges have on their job involvement and organizational commitment and by analyzing the difference between the colleges having experienced labor-management disputes and those without such experiences. The results of this study obtained by actual analyses and the suggestions provided based on the results are as follows. In the colleges having experienced disputes on campus, the cynicism about the organizational change reduces the job involvement and the organizational commitment of the members of the organizations. On the other hand, there are no significant effects of the cynicism about the organizational change on the job involvement and the organizational commitment of the members in the case of the colleges not having experienced disputes on campus.

• Journal of Legislation Research
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• no.44
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• pp.241-281
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• 2013

First and foremost, a discussion concerning government structure has to be done in connection with the state form and the governmental form. For practical reasons, there is a need to balance the principle of legality and its exceptions under the Government Organization Act. To ensure the flexibility of government structure with respect to the principle of legality, the National Assembly should accept the government structure requested by the newly elected government. This mitigates the rigidity of the principle of the legality within the government organizations. However, excessive changes by each government could violate the principle of legality asked by Constitution. In this sense, arbitrary modification with respect to the government structure by the newly elected government is not desirable. The long term stability of the government organization is required in any case. Secondly, general administrative agencies, other than Executive Ministries, should not be established under the direct order of the President without the control of the Prime Minister. A hierarchy of the executive branch (President->Prime Minister-> Executive Ministries) is stipulated in the Constitution. Establishing a hierarchy of President -> executive institution should be considered unconstitutional. Therefore, only the Presidential Secretariat and institutions with special functions can be established in the Presidential Office. Establishing general administrative agencies in the Presidential Office for convenience purposes is against the spirit of the current Constitution. Consequently, only the office of staffs and special agencies can be placed in the presidential office. It is against the spirit of the current Constitution to found administrative agencies under the presidential office for convenience. Thirdly, the office of the Prime Minister should be the backbone of internal affairs. In that sense, the President, as the head of state, should focus on the big picture such as the direction of the State, while the Cabinet headed by the Prime Minister should be responsible for the daily affairs of the State. The cabinet surrounding the Prime Minister must control all the ordinary affairs of the State, while the President, as the head of the State, should focus on the big picture of blueprinting the aim of the State. Lastly, the Office of the Prime Minister and Executive Ministries are the two main bodies of the executive branch. It is important to reduce the confusion caused by repeated changes in the names of Executive Ministries, to restore the traditional names and authorities of these institutions, and to rehabilitate the legitimacy of the State. For the Korean democracy to take its roots, a systematic way of stabilizing a law-governed democratic country is needed. There is also the need not only to reform security and economic agencies, but also to rationally solve the integration of technique and policy, according to the changes of time.

• Proceedings of the Korea Contents Association Conference
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• 2005.05a
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• pp.51-54
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• 2005

본 연구는 내부조직관계에서 대인신뢰를 구성원들의 상대방(부하, 동료, 상사)에 대한 능력, 상호 믿음과 지원에 기반을 두는 것으로 정의하고, 조직구성원들의 협력적 관계는 조직결과의 향상을 가져올 수 있다는 것을 가정하여, 대인간의 신뢰가 조직생산성의 향상에도 영향을 미치는지를 확인하고자 한다. 연구결과에 따르면 직무수행에 관련한 의사결정에 참여도와 성과의 피드백만족도 그리고 개방적 의사 전달에 대한 만족도가 높을수록 업무생산성이 높아진다는 것을 알 수 있었다. 특히 대인신뢰에 기반을 둔 행정조직은 또 다른 관리적 도전인 문화적 다양성의 증대와 고객기대의 충족에 대처하게 되므로, 상사와 부하간의 대인신뢰를 구축하는 것은 구성원의 직무생산성을 증대시키고 조직몰입을 강화시킬 수 있는 원동력이 된다는 것을 알 수 있었다.