責任運營機關의 效率的 運營方案에 관한 硏究 : 警察廳 運轉免許試驗管理團 中心으로 = (A) Study of the effective management of executive agencies in Korea : focused on driver's agency of national police agency

다국어 초록 (Multilingual Abstract)

The 20th century will be memorized more important era than any other era in human history. The 20th century will be enough to adorn human history because of break-out of the World War, collapse of Berlin's wall, and paradigm shift in the traditional governmental view etc.
Governmental reforms in United Kingdom, NewZealand, Australia, Canada and America in the 1980's have spreaded to the world and these reforms leaded to paradigm shift in the view on governmental role. In Korea, political power in the early 1990's has focused on administrative reform, but the result have been appraised negatively.
The purpose of this study is to examine the adoption process and current management of Agency in the British government and to suggest an effective management of Agency in Korea.
The UK introduced executive agency firstly in 1988 under The Next Steps and has 142 executive agencies in such fields as national defence, health, prison, Ministry of national tax etc. now. Executive agency accounted for 77% of all permanent civil servants. They employ 356,150 permanent civil servants. The executive agency's output increases 3% every year. UK parliament appraised that this programme was the better successful than any other programme for tens of years. After UK's success, NewZealand, Australia and Canada etc. adopted this system. USA and Japan are propelling to introduce this system.
Korea's international competition comes down under IMF after 1997. Under this condition Korea's international competition capacity ranked at 38 of 47 nations in 1999 according to IMD.
Under this condition, the Korea government decided to introduce British style of executive agency in 1999. The recent government has introduced and practiced arm's length agency to increase quality of administrative service the end of 1999 year, with epochal improvement of governmental management organization and flexible management of budget.
Executive agency is administrative organization which is given the administrative, financial control of right works which are reasonable to be managed with principle of competition beside keeping public, and is reasonable for management results.
Executive Agency's organization and function can be accounted by Principal-Agent Theory and Bureau-Shaping Model.
The result of survey shows that employee of organizations which will be transformed to agency have negative view on governmental policy.
After examining the case of British executive, agency and survey, this paper proposes several conditions for the successful adoption of Agency system and short and long term managerial plans.
In several conditions, First, a preceding classification of governmental function by job analysis, second, a completing systematic condition and finally the indispensability of active support of the competent Ministry. And in short term managerial plans, First, a developing the product index and fair appraisal index, second, a ensuring clarity in appointing the chief executive, third, a dividing clearly between authority and responsibility, forth, a building up the education and information to the employee and finally a granting high incentive to the high performancing agency.
According to above all several conditions and short term managerial plans, in long term managerial plans, this paper suggests as follow First, a necessitating gradual and by stages in forwarding a plan, second, a considering hiving-off of agency in a point of long view and finally a striving to secure maintainable working capital.
Because of domestic and foreign environmental difference between UK and Korea, it is necessary for us to continue our endeavor and concern to take root case of UK in Korea's environment. Therefore, after government examines synthetically and considers enough, government has to fix the executive agency on the basis of rational judgement.

목차 (Table of Contents)

• 목차 = i
• 제1장 서론 = 1
• 제1절 연구의 목적 = 1
• 제2절 연구의 범위 및 방법 = 4
• 1. 연구의 범위 = 4
• 2. 연구의 방법 = 5
• 제2장 책임운영기관제도에 관한 이론적 배경 = 8
• 제1절 책임운영기관제도의 의의 = 8
• 1. 책임운영기관제도의 개념 = 8
• 2. 책임운영기관제도 도입배경 = 11
• 제2절 책임운영기관의 운영원리와 측정지표 = 13
• 1. 책임운영기관의 운영원리 = 13
• 2. 성과관리체제의 개념 및 측정지표 = 15
• 제3절 선행연구의 검토 = 19
• 1. 행정환경의 변화 = 19
• 2. 정부조직내 시장형 메카니즘 도입 = 21
• 제4절 각국의 책임운영기관제도 = 22
• 1. 영국 = 22
• 2. 미국 = 30
• 3. 뉴질랜드 = 35
• 4. 캐나다 = 41
• 제3장 조사설계 및 한국의 책임운영기관 실태분석 = 49
• 제1절 조사설계 = 49
• 1. 분석의 틀 = 49
• 2. 조사 대상 = 51
• 제2절 조사결과의 분석 = 53
• 1. 제도 운영에 관한 일반적 인식 = 53
• 2. 책임운영기관의 목적 = 54
• 3. 책임운영기관의 자율성 = 59
• 제3절 책임운영기관 실태분석 = 65
• 1. 한국의 책임운영기관 실태분석 = 65
• 2. 경찰청 운전면허시험관리단 실태분석 = 74
• 제4절 분석결과의 논의 = 79
• 1. 제도도입 및 운영상의 과제 = 79
• 2. 우리나라 책임운영기관 추진실적 및 평가 = 81
• 제4장 책임운영기관제도의 효율적 개선방안 = 88
• 제1절 책임운영기관 선정기준의 명확화 및 다양한 분야에 확대적용 = 88
• 1. 선정기준의 명확화 = 88
• 2. 적용분야의 확대 = 89
• 제2절 책임운영기관의 자율성 확대 및 수익성제고 = 91
• 1. 책임운영기관의 자율성 확대 = 91
• 2. 책임운영기관의 수익성 제고 = 94
• 제3절 평가체제의 합리화 = 94
• 1. 공통화된 평가지침의 제공 = 94
• 2. 성과평가의 객관성과 타당성의 확보 = 96
• 제4절 목표설정의 구체화 및 평가결과의 효율적 활용 = 98
• 1. 목표의 구체화 = 98
• 2. 평가결과의 활용도 제고 = 101
• 제5장 결론 = 104
• <참고문헌> = 108
• ABSTRACT = 112
• 설문지 = 115