국내 특급호텔의 조직문화가 경영전략과 경영성과에 관한 연구

김영호(Kim, Young-Ho) 국제관광산업학회 2017 국제관광산업연구 Vol.10 No.1

This study suggests that today a hotels image is judged by fulfillments of individuals because of main reliance on manpower in hotel service elds, also the organizations of hotels vary according to the locations, types of service, facilities structure, management abilities of representatives, kinds of ownerships, styles of administration, managers background and education levels. erefore, we try to encourage the organizations of hotel industries to adopt the theory of management strategies and achievements properly and develop the qualities of study of tourist and hotel. And we hope that this theory will be adopted to the tourist industry. erefore, they are trying to adopt the various kinds of innovative management techniques in order to get the exibility of hotel manpower for improving management eciency -quality management, costumer relation techniques and ecient resource administrations etc. To make this innovative management program a success, rst of all, the organization culture of the hotel and the efective management are being emphasized again, and they are paying more attention to its culture. And we seek the methods for successful management strategies of hotel enterprising and focus on how to set up its appropriate organization culture. Organization culture of mutual agreement attaching much importance to cohesion and participation appears to have greater effect on the achievements of the management than organization culture of rationality attaching importance to the results of organization and the goals, than organization culture of hierarchy attaching to importance to consistency of organization and control. Organization culture of hierarchy attaching to the past experience, procedures, stability, responsibility, standards and ranking is considered not to have any meaningful effect on not only short-term financial management, but also long-term non-nancial management. But as you can see the results of analyzed frequency, we get the most responses from organization culture of hierarchy in organization culture of the subject hotels for survey. Also in Prof. Kim, Young- Jos study, organization culture of hierarchy is generally dominant in domestic business. It gives us a lot of suggestions. In the existing studies of hotel organization cultures and management strategies, they strive to gure out the achievement of hotel management through each role of medium variables, and these studies have proved each role and each role has been adopted in various ways to the practical operation of hotels. But in our study, in the hotel organization culture and hotel managing achievement, the relationships of the hotel organization culture and hotel managing achievement are considered to have benecial efect on each other alter surveying the roles of existing measurement variables as the roles of integrated medium variables. as a result, this study suggests that they need to develop the hotel organization culture suitable for the grouped characteristics of the business as a hotel. And it implies that they can maximize the achievement of hotel management and keep the continual superiority over the market through developing proper characteristics suitable for hotel management strategy and their culture on their way to pursue their goals and visions.

기업문화와 TQM, 6시그마 품질경영이 비재무성과와 재무성과에 미치는 효과

손성진(Sung Jin Sohn) 한국경영학회 2009 經營學硏究 Vol.38 No.6

With increased focus given to the quality innovation, the achievement of quality excellence is essential for companies that seek to compete in global markets. Many companies to accomplish long-term competitiveness have adopted advanced quality management programs such as TQM, 6Sigma. In general, previous studies obtained optimistic results about the successful implementation of TQM and/or 6Sigma. But some of the studies yielded mixed results. One likely reason for the unsuccessful story is the possibility that TQM and/or 6Sigma are context- dependent such as corporate culture, the implementation period of adopted quality management programs etc. However, these factors have largely been ignored in the literature of quality management programs. Thus, one of the purpose of this study is to empirically analyze that non-financial performance have a mediating effect on the relationships between quality management level and financial performance. And this study also examine the effects of corporate culture in the confirmed mediating relationships among quality management level, non-financial performance, and financial performance.Corporate culture is generally defined as the values and beliefs of an organization that shape its behavior. It is also assumed that successful implementation of the quality management programs requires a strong support from corporate culture that emphasizes systematic continuous improvement. Adopting the competing values model of Quinn and McGrath(1985), corporate culture is classified into “flexible”versus “controlled culture”and “outer-directed”versus “inner- directed culture”. Implementation of the quality management programs was measured through various factors based on criterion of MB Award, such as leadership, strategic quality planning, human resources focus, customer and market focus, process management, information analysis and application. Business performances were measured through non-financial performance measures, such as internal business process results(employee, production process, quality), customer results, and perceived financial performance measures. These latent variables of the study were evaluated on a seven-point Likert scale(1=Significant decrease; 7=Significant increase).The findings of the study can be summarized as follows: First, a test of structural equation model(SEM) was conducted to confirm that non-financial performance had a mediating effect on the relationship between quality management level and financial performance. It was found that quality management level enhanced internal business process results, customer results sequentially and finally non-financial performance enhanced financial performance. More specifically, such a mediating relationship was founded in both flexible/outer-directed culture and controlled/inner-directed culture. Second, a test of multi-group structural equation model(MSEM) was conducted to compare the effects of corporate culture in the confirmed mediating relationships among quality management level, internal business process results, customer results, and financial results. Results showed that flexible culture and outer-directed culture more strongly mediating effects on the given relationships of the study than controlled culture and inner-directed culture. But it could not supported with statistical significance.The results of the study deliver an implication that companies and managers who want to accomplish customer-oriented quality excellence with adopted TQM and/or 6sigma programs must have positive mind-set toward organization-wide innovation, and also must realize structured business innovation with proper culture in the process of quality management. And finally these all efforts must bring a specific continuous improvement in the non-financial and financial performances.

창업자의 경영철학과 조직문화에 대한 한,중,일 비교연구 - 주요 전자메이커 3사를 중심으로 -

임외석 ( Oeseuk Lim ) 아시아.유럽미래학회 2013 유라시아연구 Vol.10 No.4

The best global companies has in common strong organizational culture. The reason is because the company with strong organizational culture can centralize an ability of organizational members in one place for a strategic target. This strong organizational culture is generally based on the management philosophy of the founder who showed the powerful leadership. The management philosophy of the founder confined in a recognition dimension is conveyed the employees of organization through codification such as the company motto, vision, and corporate philosophy. Then the language and action of founder affect employees through usual management activities. The management philosophy of the founder is taken and spread to members through the codification of such management philosophy and the sustained words and acts of founders. And the unique organizational culture only for the company is formed through the sharing process and penetration of founder’s management philosophy. When a corporate establish and proceed the strategic direction, the organizational culture will become the powerful infrastructure and driving force to gather the abilities of employees in that direction. If the abilities of employees is gathered in a strategic direction, the corporate’s business performance is increased, as a result, the corporate grow up. This study started from the promise that the management philosophy of the founder will have a big influence on organizational culture of corporate, and analyzed the cases of Samsung Electronics, Haier, and Sony. In the study method, the exploratory study was started through the original quotation and the reference of precedent study in a base with the various documents which associated with three companies and founders as follows. At first, I looked for what the management philosophy of the founder was while researching corporate philosophy known by codification and a series of words and acts appeared through an administrative action of founders. As a result, the management philosophy of Ho-Am Byung-chull Lee who was the founder of the Samsung Electronics is contributism started from returning thanks for nation through business. The management philosopy of Ruimin Zhang who is the founder of the Haier is contributism started from returning thanks for nation through hard working. The management philosopy of Masaru Ibuka and Akira Morit who were the co-founders of the Sony is contributism started from nation reconstruction and cultural elevation. Their management philosophies are equally contributism. It was understood that the management philosophies of contributism of founders were early returning thanks for nation or national reconstruction, but expended the range by contribution to human society now. Next, I seek for their characteristics after analyzing the organizational culture of three companies which was influence by the management philosophy of the founder. As a result, Samsung’s organizational culture is innovative culture, competitive culture, and performance- based culture. Haier’s organizational culture is creative culture, speedy culture, and familism culture. And Sony’s organizational culture is exploratory culture, ability-oriented culture, and familism culture. By the comprehensive analysis of the last, It was briefly presented common and the similarities, differences, implications based on the management philosophy of three founders and organizational culture in three companies. In addition, we could know that the relative strength of Samsung Electronics is the highest, followed by Haier and Sony when comparing the organizational culture of three companies within the framework of the tension on achievement of a task. It was interesting points that the strength of this organizational culture matches the order of the current global competitiveness of three companies. The companies with high relative strength of organizational culture, ie, a company with a strong organizational culture have higher global competitiveness. Samsung’s innovative culture and competitive culture and performance-competitive culture was increasing the tension and a sense of urgency on the achievement of their task, did the decisive duty to raise the global competitive power of the Samsung Electronics.

한,일 기업문화의 비교연구 -갈등관리 관점을 중심으로-

송재훈 ( Jae Hoon Song ) 아시아.유럽미래학회 2012 유라시아연구 Vol.9 No.4

The purpose of this study was to identify the effects of Korean and Japanese corporate cultures on internal communication, conflict management, and performance, thereby seeking an understanding of the two countries`` corporate cultures and ways to establish good strategies for future corporate management. To this end, corporate culture was used as the independent variable, while group culture, innovative culture, hierarchical culture, and rational culture were set as its sub-dimensions. Moreover, internal communication and conflict management were used as parameters. Internal communication was composed of shared values, work communications, and campaign, while conflict management consisted of prevention, resolution, and stimulation. Management performance was used as the dependent variable, which was comprised of non-financial and financial factors. The non-financial factors included employee performance, process performance, quality performance and customer performance, while financial performance perceived by employees was used as the only financial factor. The following results were obtained through this research model. First, the comparison between Korean and Japanese corporate cultures revealed that Korean companies had stronger tendencies of group culture, innovative culture, hierarchical culture, and rational culture. Second, according to the analysis of the effects of corporate culture on internal communication, Korean companies with group and innovative cultures displayed smooth internal communication. In contrast, Japanese companies with an innovative culture showed smooth internal communication, while those with a rational culture did not. Third, according to the analysis of the effects of corporate culture on conflict management, group, innovative, and hierarchical cultures were positively associated with conflict resolution in Korean companies. In Japanese companies, on the other hand, rational and hierarchical cultures negatively influenced conflict management. Fourth, the analysis of the effects of corporate culture on management performance revealed that group and innovative cultures led to a high level of non-financial performance in Korean companies. In Japanese companies, group and innovative cultures resulted in a high level of non-financial performance, while rational and hierarchical cultures decreased non-financial performance. When it comes to financial performance, in both Korean and Japanese companies, group and innovative cultures had positive effects, while a rational culture had an adverse effect in Japanese companies. Fifth, the analysis of internal communication on conflict management showed that shared values, work communication, and campaign, which are the sub-factors of internal communication, positively influenced conflict management in Korean companies. In Japanese companies, however, campaign had a positive effect in many ways, while work communication was negatively related to conflict management. Sixth, according to the analysis of the effects of internal communication on management performance, all of the sub-factors of internal communication―shared values, work communication, and campaign―had positive effects on management performance in Korean companies. In japanese companies, on the other hand, shared values and campaign positively influenced non-financial performance, while work communication did not have any direct impact. Seventh, according to the analysis of the effects of conflict management on management performance, in Korean companies, prevention among the sub-variables of conflict management had a positive influence on employee performance, process performance, and quality performance. Moreover, prevention and stimulation positively influenced customer performance and financial performance. In contrast, in Japanese companies, conflict management through prevention stimulation had a positive effect on management performance. Instead, conflict management through resolution negatively influenced management performance.

혁신지향문화와 관계지향문화가 지식경영활동에 미치는 영향 - 지식경영전략 매개효과 중심으로 -

김명수(Kim Myung Soo) 한국콘텐츠학회 2021 한국콘텐츠학회지 Vol.19 No.2

본 연구는 기업의 혁신지향문화(developmental culture), 관계지향문화(group culture)가 지식경영활동에 미치는 영향의 관계를 살펴보기 위하여 혁신지향문화, 관계지향문화, 지식경영전략 및 지식경영활동과 관련된 문헌 및 선행연구를 검토하여, 우선 혁신지향문화, 관계지향문화와 지식경영전략간의 관계와 혁신지향문화, 관계지향문화와 지식경영활동과의 관계를 살펴보고, 그리고 지식경영전략과 지식경영활동과의 관계에 대해서도 알아보며, 마지막으로 지식경영전략이 혁신지향문화, 관계지향문화와 지식경영활동 간의 매개역할을 하는지에 대해서 학습조직이나 지식경영을 도입한 81개 기업을 대상으로 실증적 연구 분석을 하였다. 이러한 관계가 기업들의 지식경영에 어떠한 요소로 작용하는지를 실증분석 함으로써 지식경영을 진행하는 기업들에게 중요한 시사점을 제공하였다. 첫째, 혁신지향문화, 관계지향문화와 지식경영전략에 있어서는 혁신지향문화는 지식경영전략의 시스템중심전략에서만 유의했고, 관계지향문화는 지식경영전략의 시스템중심전략(codification strategy) 및 사람중심전략(personalization strategy) 모두 유의하였다. 둘째, 혁신지향문화, 관계지향문화와 지식경영활동에 있어서는 혁신지향문화는 지식경영활동의 지식활용에 대해서 유의했으며, 관계지향문화는 지식경영활동의 지식창출과 지식경영활동 모두 유의하였다. 셋째, 지식경영전략과 지식경영활동에 있어서는 지식경영전략의 시스템중심전략과 사람중심전략은 지식경영활동의 지식창출 및 지식활용 모두에 유의했다. 넷째, 지식경영전략의 매개역할에 대한 검정은 혁신지향문화와 지식경영활동의 지식창출에 대해서 시스템중심전략 및 사람중심전략 모두 매개역할을 하며 부분매개효과가 있음이 나타났고, 혁신지향문화와 지식경영활동의 지식활용에 대해서도 시스템중심전략 및 사람중심전략 모두 매개역할을 하여 부분 매개효과가 있었다. 관계지향문화와 지식경영활동의 지식창출에 대해서 시스템중심전략과 사람중심전략 모두 매개역할을 하며 부분매개효과가 있었고, 관계지향문화와 지식경영활동의 지식활용에 대해서는 시스템중심전략은 부분매개효과가 있으나 관계지향문화와 지식경영활동의 지식활용에 대해 사람중심전략은 매개역할을 하지 못하여 매개효과가 없었다. 혁신지향문화에서는 지식경영전략의 시스템중심전략이 유의하고, 지식경영활동의 지식활용이 유의함을 알 수 있고 시스템중심전략을 통해서는 지식경영활동의 지식창출과 지식활용이 유의한 결과가 나타났음을 알 수 있었으며, 시스템중심전략은 혁신지향문화와 지식창출 및 지식활용 간의 부분매개효과가 있었고, 사람중심전략도 혁신지향문화와 지식창출 및 지식활용 간에 있어 부분매개효과가 있었다. 관계지향문화에서는 지식경영전략의 시스템중심전략과 사람중심전략이 모두 유의하고 지식경영활동의 지식창출과 지식활용과도 모두 유의하였으며, 혁신지향문화보다는 관계지향문화가 지식경영전략이나 지식경영활동에 대한 유의성이 더 높음을 알 수 있다. 그리고 시스템중심전략은 관계지향문화와 지식창출 및 지식활용 간의 부분매개효과가 있었고, 사람중심전략도 관계지향문화와 지식창출 간에 있어 부분매개효과가 있었지만, 지식활용 간에는 매개효과가 없는 것으로 나타났다. 그러므로 시스템중심전략보다는 사람중심전략이 더 지식경영활동의 폭을 넓게 활용할 수 있음을 알 수 있었다. 본 연구를 통해 이론적 시사점은 혁신지향문화, 관계지향문화와 지식경영전략과의 관계, 혁신지향문화, 관계지향문화와 지식경영활동과의 관계 및 지식경영전략과 지식경영활동에 대해서 분석을 시도하였고, 특히 지식경영전략이 혁신지향문화, 관계지향문화와 지식경영활동 간의 매개역할에 대해서도 지식경영전략이 부분매개효과가 있음을 기업의 수준에서 분석을 시도하였다는 것이고, 실무적 시사점은 기업의 매출규모가 400억 미만의 중소기업과, 업력 10년 미만의 기업과 제조업에서는 혁신지향문화보다는 조직구성원들에게 대한 배려와 관심, 유대감과 친밀감 그리고 조직의 결속을 강조하는 관계지향문화가 지식경영을 진행하는 조직에 더 유연하고 합리적인 것으로 보였음을 알 수 있었다. 향후 지식경영을 진행하는 기업에게 혁신지향문화, 관계지향문화와 유의한 지식경영전략 및 지식경영활동의 관계에 도움이 되기를 희망한다. This study examines the literature and previous studies related to Developmental culture, group culture, knowledge management strategy, and knowledge management activities to examine the relationship between corporate Developmental culture and group culture on knowledge management activities. First, we examine the relationship between Developmental culture, group culture and knowledge management strategy, and the relationship between Developmental culture, group culture and knowledge management activity, and then examine the relationship between knowledge management strategy and knowledge management activity. Finally, knowledge management strategy An empirical research and analysis was conducted targeting 81 companies that introduced learning organizations or knowledge management to determine whether this Developmental culture, group culture, and knowledge management activities play a mediating role. By empirically analyzing what kind of factor this relationship acts on the knowledge management of companies, important implications were provided for companies conducting knowledge management. First, in the Developmental culture, group culture and knowledge management strategy, Developmental culture was significant only in the codification strategy of the knowledge management strategy, and in the group culture, both the codification strategy and the personalization strategy of the knowledge management strategy were significant. Second, in Developmental culture, group culture and knowledge management activities, Developmental culture paid attention to knowledge utilization in knowledge management activities, and group culture paid attention to both knowledge creation and knowledge management activities in knowledge management activities. Third, in the knowledge management strategy and knowledge management activities, the codification strategy and personalization strategy of the knowledge management strategy paid attention to both knowledge creation and knowledge utilization in knowledge management activities. Fourth, the examination of the mediating role of knowledge management strategy showed that both the codification strategy and the personalization strategy played a mediating role for the knowledge creation of the Developmental culture and knowledge management activity, and there was a partial mediating effect. Regarding utilization, both the codification strategy and the personalization strategy played a mediating role, so there was a partial mediating effect. For knowledge creation in group culture and knowledge management activities, both the codification strategy and the individualization strategy played a mediating role and had a partial mediating effect. For the knowledge utilization of group culture and knowledge management activities, the codification strategy had a partial mediating effect, but group culture and knowledge The personalization strategy did not play a mediating role with respect to the use of knowledge in management activities, so there was no mediating effect. In the Developmental culture, it was found that the codification strategy of the knowledge management strategy was significant and the knowledge utilization of the knowledge management activity was significant. However, the codification strategy had a partial mediating effect between Developmental culture and knowledge creation and knowledge utilization, and the personalization strategy also had a partial mediating effect between Developmental culture and knowledge creation and knowledge utilization. In group culture, both codification strategy and personalization strategy of knowledge management strategy were significant, and knowledge creation and knowledge utilization of knowledge management activity were also significant. It can be seen that group culture has higher significance for knowledge management strategy or knowledge management activity than Developmental culture. The theoretical implications of

공공문화예술기관의 ESG 경영에 대한 인식과 태도에 관한 연구

오지현,류승완 한국문화관광연구원 2023 문화정책논총 Vol.37 No.1

ESG management is emerging as an important corporate management paradigm for establishing sustainable management. ESG management evaluates a company’s non-financial performance by assessing environmental, societal, and governmental factors. ESG management, which has been studied mainly in private companies, has begun to be used as a new standard for sustainable management and management performance evaluation of public institutions based on new public theory. Public institutions' sustainability management goals and values differ from those of private companies. The direction and specific management indicators of ESG management differ when evaluating an institution's type, field, and operational method. In this study, ESG management evaluation items that can be applied to public culture and art institutions were derived based on ESG management evaluation indicators used mainly for general private companies. The study was conducted as follows. First, ESG management evaluation indicators were derived based on previous studies of ESG management in private companies. Next, FGD-based interviews were conducted with experts in the field based on the existing ESG management evaluation indicators to reflect the characteristics of the culture and arts sector and arts and culture public institutions. In addition, ESG management evaluation indicators were derived for arts and culture public institutions. Finally, each ESG indicator's importance level was derived using the analytical hierarch process (AHP), a hierarchical decision-making technique. As a result of this research, social responsibility showed the highest importance (about 60%) for arts and culture public institutions, followed by governance (G) and environmental (E). In particular, environmental (E) was recognized as the least important factor in the arts and culture field. However, environmental (E) showed very high importance in private companies due to the effects of global warming and climate change. According to the characteristic analysis of arts and culture public institutions, social contribution and social responsibility have high importance. Specifically, the service industry and public administration characteristics of the social (S) field showed high importance. Therefore, the ESG management evaluation of public arts and culture institutions determined that a system different from the existing private enterprise evaluation system should be implemented. The ESG management system for public culture and art institutions should focus on improving social responsibility and the governance and environmental fields accordingly. ESG 경영은 환경(environmental), 사회(social), 지배구조(governance)를 중심으로 기업의 비재무적 성과를 판단하는 기준으로 제시되고 있으며, 지속가능경영을 가능하게 하는 중요한 기업 경영 패러다임으로 주목받고 있다. 그동안 사기업을 중심으로 연구되어 온 ESG 경영은 신공공관리론을 바탕으로 공공기관의 지속가능경영과 경영성과 평가에서도 새로운 기준으로 활용되고 있다. 한편, 공공기관에서는 기관의 형태, 분야 및 운영 방식 등의 관점에서 기관별로 중시하는 지속가능경영 목표와 방향이 다르며, 이에 따라 ESG 경영의 방향성과 구체적 경영지표가 상이하게 나타나고 있다. 따라서 본 연구에서는 일반 사기업을 중심으로 활용되고 있는 ESG 경영평가 지표를 바탕으로 공공문화예술기관에 적용할 수 있는 ESG 경영 항목을 도출하였다. 우선 기존 사기업을 대상으로 제시된 다양한 ESG 경영 관련 선행연구를 바탕으로, 문화예술 분야의 특성과 공공문화예술기관의 특성을 반영하고자 FGD 기반의 인터뷰를 통해 문화예술 분야 전문가의 의견을 수집하였다. 이를 통해 공공문화예술기관의 ESG 경영평가를 위한 지표를 도출하였고, 최종적으로는 계층적 의사결정기법(AHP)을 적용하여 각 ESG 항목의 우선순위를 확인하였다. 그 결과, 공공문화예술기관에서는 사회적 책임(S)의 중요도가 가장 높게(약 60%) 나타났고, 그 다음으로 지배구조(G)와 환경(E)의 순서임을 확인하였다. 특히 최근 기후 위기와 환경오염 등의 영향으로 환경(E)은 일반 사기업에서 매우 높은 중요도를 보이지만, 문화예술 분야에서는 가장 낮은 중요도로 인식되었다. 이는 공공문화예술기관의 서비스 산업적 특성 혹은 공공행정의 특성에 의해 사회공헌과 사회적 책임이 강조된 것으로 해석되며, 문화예술을 통해 환경에 관한 책임을 강조하는 것도 포함된다는 점을 의미한다. 따라서 공공문화예술기관에 대한 ESG 경영평가는 기존 사기업 평가 체계와는 다르게, 사회적 책임(S)을 중심으로 기관의 지배구조(G) 개선 노력과 환경(E)의 중요성과 개선 활동을 평가하는 체계의 필요성을 확인하였다.

병영문화의 변화관리에 관한 연구 : 육군병영문화혁신 활동을 중심으로

최정수(Jeong-Soo Choi),김영진(Young-Jin Kim),안민호(Min-ho An) 글로벌경영학회 2019 글로벌경영학회 학술대회 발표논문집 Vol.2019 No.-

In 2014 December, as the Ministry of National Defense and the Korean Army received suggestion from the citizen, government, and military combined special council of innovating the military culture. The ministry and the Korean army set the year of 2015 as the first year of innovating military culture. And they focus their all capabilities on pushing ahead the change of the fundamental military culture since 4 years ago. This research inspects, based on the viewpoint of a change- management method how efficient the innovating culture team is being promoted among the forces below the level of battalion. So, we can identify the problems and current current situation of the innovating military culture to suggest improvements. In order to achieve the purpose of the research, I promote interviews and surveys for the support team who are executing the consulting activities and supporting for fulfillment of the innovating military culture. I choose the support team as an object of study because the support teams visit frontline forces periodically and advise them by inspecting their real conditions of the innovating military culture. So, I figure that they are able to estimate frontline forces’ innovating military culture in a relatively objective and specialized manner. Also, there had been some researches about the satisfaction of the innovating military culture that aims soldiers and their parents, but there had been no research that aims the support team untill now. I researched this thesis based on the cognizance that a well done change management of frontline forces’ innovating military culture will promote healthy forces that the troop can feel pride and satisfaction about their jop, and these healthy forces will become forces that are trusted by the citizen and able to demonstate strong combat capabilities. The implication and summary of research findings are as follows. First, It s general evaluation about changes occurred by military culture innovation. It turns out that, according to many of support teams, there has been changes in some degree, but it s still. insufficient. It suggests the military culture innovation is still progressing under the period of transition, and it is not settled yet. Therefore, it can be said so far changes occurred by military culture innovation has progressed in some degree, but is still far from the end. Second, the support team recognizes the innovating military culture based on ADKAR change management method as follow, recognition about importance of the changes is comparatively high, but continuous maintenance and enforcement of the changes are the most insufficient field. We are quite aware(A) of recognition about importance of the changes , but pretty lack of desire to carry on(D) , knowledge about the way to change(K) , and abilities to carry on , lastly most lack of reinforcement of changes(R) . It shows what should be supplemented and enforced to drive the innovating military culture via effective change management method. Even the battlalion level forces and the upper forces commamders and officials are aware of importance of the changes enough, abilities to carry on if continuous management and reinforcement of changes are not done well, it s difficult for the innovating military culture to be settled. Therefore, this research suggests that solutions like achievement-management, enforcement of feedback system are needed for continuous management and reinforcement to be done well. Third, in support teams opinion regarding the five major fields in military culture innovation, open military that communicates with the society showed the most significant change, human rights guaranteed military showed the second most change, and healthy and safe military showed the third most change. On the contrary, self-regulating and responsible military , disciplined military have imsufficient changes comparative to the fore three fields. 본 연구는 병영문화혁신의 자문활동을 수행하는 지원팀의 시각에서 육군의 대대급 이하 부대에서 시행하고 있는 병영문화혁신이 변화관리의 관점에서 볼 때 얼마나 효과적으로 추진되고 있는지를 조사하여 현 상황을 파악하고 개선방향을 제시하는데 목적을 두고 있다. 이러한 연구목적을 달성하기 위해서 지원팀 구성원을 대상으로 인터뷰와 설문조사를 실시하였다. 본 연구의 주요결과와 시사점은 다음과 같다. 첫째로 병영문화혁신 활동을 통한 변화에 대한 전반적인 평가에 관한 것이다. 대체로 병영문화혁신을 통해 어느 정도 변화는 있었지만 아직 미흡하다는 평가가 지원팀의 다수 의견인 것으로 나타났다. 이것은 병영문화혁신 활동이 과도기적 상황에서 진행 중이며 아직 정착되지는 않았음을 시사한다. 두 번째로 병영문화혁신을 ADKAR 변화관리의 관점에서 볼 때 변화의 중요성에 대한 인식은 상대적으로 높지만 변화의 지속적 유지와 강화는 가장 미흡한 것으로 지원팀은 보고 있는 것으로 나타났다. 이는 향후 병영문화혁신의 지속적 유지와 강화를 위한 방안이 중요함을 시사한다. 세 번째로 병영문화혁신 5대 분야 중에서 가장 많이 변화가 된 분야는 ‘사회와 소통하는 열린 병영’이며 그 다음으로 ‘인권이 보장되는 병영’, ‘건강하고 안전한 병영’ 순으로 지원팀은 인식하고 있는 것으로 나타났다. ‘자율과 책임의 병영’ 과 ‘기강이 확립된 병영’은 상대적으로 변화가 미흡하다고 인식하고 있는 것으로 나타났다. 따라서 향후 자율과 책임, 기강확립 분야에 더욱 중점을 두고 병영문화혁신이 추진되어야 할 것으로 보인다.

노인장기요양기관의 윤리경영이 조직투명성 및 경영성과에 미치는 영향 연구: 조직문화의 매개효과를 중심으로

남희수 한국벤처창업학회 2017 벤처창업연구 Vol.12 No.4

The purpose of this study is to define the relationship between ethical management, organizational culture, and management performance in long-term care institutes for the elderly while identifying the level of ethical management, organizational culture, and management performance of caregivers and the impact and mediation of the relationships between them based on the hypothesis. The results show that caregivers in the Gyeonggi region scored 2.929 out of 5 in ethical management, 3.393 in organizational culture, 2.925 in organizational transparency and 3.185 in management performance. The levels of ethical management, organizational culture and management performance in caregivers are lower than those of welfare workers, social workers, and nursing assistants. This is due to their relatively low level of education, wages and working environment. This study determined that there is a significant relationship between variables in terms of correlation between ethical management, management performance, organization transparency, and organizational culture. Second, the authors adopted hypotheses that ethical management has a statistical effect on organizational transparency, management performance, and organization culture. Third, the authors concluded that organizational culture has a direct impact on organization transparency and there is a significant mediation effect between ethical management, organizational transparency, and management performance. Based on these results, we propose the following: First, ethical leadership at the core of ethical management. Second, awareness in organizational transparency. Third, balanced management performance. Fourth, a flexible organizational culture that can respond to ethical management environment must be established. 본 연구자는 연구결과를 근간으로 노인장기요양기관의 윤리경영, 조직문화, 조직투명성, 경영성과의 관계를 규명하되, 요양보호사의 윤리경영, 조직문화, 조직투명성, 경영성과의 수준은 어느 정도인지를 검증하고, 연구가설을 설정하여 윤리경영이 조직투명성, 경영성과에 어떠한 영향력을 미치는지, 또한 이들 간의 관계가 조직문화에 매개하는지 검증하였다. 검증결과, 경기지역 요양보호사의 윤리경영 수준은 5점 척도 기준에서 평균 2.929점, 조직문화 수준의 경우, 평균 3.393점이고 수준이었다. 조직투명성 수준은 평균이 2.925점, 경영성과 수준은 3.185점으로 나타났다. 본 연구에서 요양보호사의 윤리경영, 조직문화, 조직투명성, 경영성과의 수준이 유사기관의 생활복지사, 사회복지사, 간호조무사의 수준과 비교했을 때 낮은 수준이었는데, 이러한 결과는 요양보호사들의 학력, 급여, 근무환경 등이 일반 사회복지조직 종사자의 수준보다 낮는 결과의 산물이다. 본 연구의 주요 변수인 윤리경영, 경영성과, 조직투명성, 조직문화간의 상관관계에서 변수 간의 유의미한 관계성이 있는 것으로 파악되었다. 둘째, 본 연구가설 검증결과 윤리경영이 조직투명성, 경영성과, 조직문화에 모두 정적 영향을 미치는 것으로 가설이 모두 채택되었다 셋째, 조직문화가 조직투명성에 직접적인 영향을 미쳤으며, 또한 조직문화가 윤리경영과 조직투명성, 경영성과 간의 관계에서 매개효과로 유의한 영향력을 미치는 것으로 파악되었다. 이와 같은 연구결과를 근간으로 다음과 같이 제언하고자 한다. 첫째, 윤리경영 중심에 있는 관리자의 윤리적 리더십이다. 둘째, 조직투명성에 대한 관심도이다. 셋째, 경영성과의 균형이다. 넷째, 윤리경영 환경에 능동적으로 대처할 수 있는 유연한 조직문화가 구축되어야 한다.

김재철 회장과 동원의 기업문화

이건희(Kun hee Lee) 한국경영사학회 2009 經營史學 Vol.50 No.-

본 연구의 목적은 원양어업에 대한 개념조차 생소했던 시기에 창업하여 단기간 내에 국내 최대의 원양어업 및 수산 식품회사로 성장하였으며, 더 나아가 종합식품회사로 성장·발전한 동원의 기업문화에 대한 분석을 통해 동원그룹의 발전 동인을 밝혀보고자 하는 것이다. 동원은 1969년 바다식량을 개척하여 국민식생활의 개선에 기여한다는 벤처정신으로 원양어업을 시작하면서 출범하였다. 동원은 남들보다 먼저 신어법, 신기술, 신어장에 도전하면서 ‘큰 회사보다는 좋은 회사, 사회에 기여하는 회사’를 경영모토로, 특히 정도경영으로 내실 있고 깨끗한 이미지를 갖고 있는 기업으로 성장하였다. 이러한 동원그룹의 성장에는 ‘성실한 기업 활동으로 사회정의 실현’이라는 창업이념을 실천하고, 40년 동안 동원을 성장·발전시키는데 있어서 핵심가치로서 동원만의 독특한 기업문화를 형성하는데 근간이 된 동원이즘(DONGWONISM)이 있다. 동원이즘은 모든 동원 구성인의 공유 가치로 삼고 동원 기업문화의 핵심으로 작용하였으며, ‘열성, 개척, 정도경영, 자기계발’ 이라는 4가지 정신으로 요약될 수 있다. 즉, 동원의 역사는 한마디로 ‘열성과 도전으로 개척해온 40년’이라고 할 수 있을 정도로 동원정신에 있어서 열성과 도전은 동원 기업문화의 중심이라고 할 수 있다. 또한 원칙과 기업윤리를 철저히 지키는 정도경영은 동원의 대명사라고 할 수 있을 정도로 근간을 이루고 있다. 동원 기업문화의 특징으로는 경제적인 측면에서 도전문화, 자율과 책임경영문화, 현장중심 문화, 윤리 문화를 들 수 있다. 인간적 측면에서는 인재육성문화, 독서문화, 한가족문화를, 사회적 측면에서는 육영문화, 모범기업문화를 들 수 있다. 김재철 회장은 늘 우리나라의 원양어업의 중요성을 강조하였는데, 단순히 자원의 활용이라는 측면을 넘어서 환경보전이라는 측면도 함께 강조하였다. 이러한 그의 노력은 대내적으로는 이처럼 해양경영을 통해서 동원그룹을 건실하게 성장시키는데 멈추지 않고 해양수산부의 신설을 위해 많은 기여를 하는 등 대외적으로도 공인으로서 많은 역할을 수행하였다. 도전문화, 독서문화, 육영문화, 모범기업문화 등의 동원의 독특한 기업문화는 동원그룹의 성장과 발전의 원동력이 되었음은 물론, 해양문화에 기초한 동원만의 독특한 기업문화의 형성과 전개과정은 국내 기업과 학계에 중요한 의미를 부여한다 할 것이다. The purpose of this study is to explore corporate culture of Dongwon Group which was fulfilled in the period of founder, chairman Jae-Chul Kim. Also, this paper is corporate culture of Dongwon Group based on his business philosophy, Dongwonism and his activities of social contribution responsibility (SCR) for social business achievements. Dongwon is incorporated in 1969 for cultivating seafood to improve national food living life with venture trust spirits by tuna ocean fishing. Dongwon Industry Company is initiated new fishing method, new fishing technology and became one of the biggest fleet fishing companies, achieved great amount of performance of firm by tuna ocean fishing to be one of the largest fishing companies in Korea. Specially, Dongwon Group is grown as clean company through Righteousness Management method to be Good Company and Corporate Social Responsibility. Dongwonism is core value concepts of Dongwon Group, which devoted for forming Dongwon`s unique culture to grow and develop the group for forty years since 1969. Dongwonism is a shared value of staff and employee of Dongwon Group and worked as corporate culture which is composed of four factors such as “Enthusiasm, Adventure, Righteousness Management and Personal Growth”. Dongwon Group formed new business philosophy “Management for customer`s satisfaction, Management respecting for people, Management creating new values” based on an entrepreneurship of chairman Jae-Chul Kim and Dongwonism and made detailed active plan and rules as following;(1) Do best in accordance with principles (2) Do best carefully even small items (3) Do best new items dare to work. New business philosophy and active plan and rules of Dongwon Group are reflected properly to business strategy in according to changing corporate business environment. and which resulted high performance of firms by applying challenging corporate culture and organization structure which reflected by self-control and Responsibility Management. Special distinctions of corporate culture of Dongwon Group are: In the economic aspects, challenging culture, self-regulation and Responsibility Management culture, Spot-space Management culture, and Ethics culture. In the human aspects, bringing up a competent person, Learning and Training culture and Full Family-minded culture. In the social aspects, there are Scholarship system culture, Exemplary enterprise culture. Specially, principles of economic and social aspects are main framework of corporate culture and environmental aspects are emphasized through external managerial actions of chairman Jae-Chul Kim. Chairman Jae-Chul Kim emphasized the importance of Tuna Ocean Fishing, not only in the aspect of substantiality fishery resources, but also environmental conservation. And his efforts internally have grown Dongwon Group with healthy conditions through blue ocean management and also, externally he contributed as possible role such as establishing the Ministry of Ocean Fishery and so on.

문화재 관리체계의 한계와 개선방안 - 유형문화재 현장 관리 조직 설치를 중심으로 -

류호철 영남대학교 민족문화연구소 2013 민족문화논총 Vol.54 No.-

1990년대에 문화재 답사가 대중화된 후 2000년대 이후 문화재 활용 정책이 본격적으로 추진되고 있다. 문화재가 갖는 사회적・문화적 가치를 새롭게 인식하고, 그것을 확산하려는 노력이라고 할 수 있다. 그러나 다른 한편으로는 문화재를 제대로 관리하지 못해서 가치가 손상되는 사례가 지속적으로 발생하고 있다. 화재나 자연재해 등으로 훼손되기도 하고, 사람에 의한 훼손도 늘어나고 있다. 문화재 도난과 도굴도 근절되지 않고 있다. 이러한 문제가 계속해서 일어나는 것은 현장 관리 조직을 갖추지 못한 채 행정에만 의존하는 등 효과적인 관리체계를 확립하지 못한 데 근본적인 원인이 있다. 국립공원이나 산림, 국토 등 문화재와 비슷하게 현장을 관리해야 하는 분야에서는 이미 오래 전부터 현장 관리 조직을 운영하고 있다. 문화재도 이제는 (가칭)문화재관리공단과 같은 조직을 설립하여 현장 관리의 실효성을 높여야 한다. 문화재 관리는 행정으로만 되는 것이 아니라 현장 관리가 제대로 이루어져야 하는 것이므로, 현장 관리 조직을 확보하여 중앙행정기관(문화재청)과 지방자치단체, 현장 관리 조직 간 체계를 확립하고 각 주체의 역할과 권한 및 책임을 명확히 해야 한다. 이러한 구조적 체계가 갖추어질 때 문화재 관리의 수준을 한 차원 높일 수 있다. 이 연구에서는 현재의 문화재 관리체계가 갖는 문제점을 분석하고 유사 분야의 사례를 검토함으로써 문화재를 효율적으로 관리하기 위한 체계 개선방안을 모색하였다. Exploring the cultural heritage was popularized in the 1990s, and the cultural heritage utilization policy is being promoted in earnest in 2000s. It means that the social and cultural value of cultural heritage is newly recognized, and can be described as an effort to spread it. On the other hand, the damage to the cultural heritage is ongoing, because we do not properly manage it. Damaged by fire or natural disaster sometimes, and even damage caused by people is increasing. Stealing cultural property and illegal excavating it has not been eradicated. Underlying causes of these problems are that we only rely on government administration without having a site management organization. In the fields that need on-site management such as national parks management or forestry management, they have long been operating field organizations. We should increase the effectiveness of on-site cultural heritage management, by establishing field organization such as Cultiral Heritage Management Corporation. We must establish a management system of central government, local government and field organization, and clarify each subject's roles, rights and responsibilities. After this structural system equipped, cultural heritage management can be enhanced to a new level. In this study, I analyzed the issue of cultural heritage management system, and investigated several similar cases such as National Park Management and forestry management. Finally, I tried to find efficient ways to improve the cultural heritage management system.