대구시립국악단 운영에 관한 개선 방안연구

다국어 초록 (Multilingual Abstract)

Tradition is a valuable social and cultural heritage of the nation that has been preserved and handed down for generations. It represents various symbolic groups such impressive factors as linguistic change, events, behavioral style and materialistic culture that have been passed down from generation to generation, and traditional arts refer to tangible and intangible artistic activities composed of dance, music and fine arts among the symbolic groups. Tradition is not an old relic, but a present mirror that keeps pace and breathes with the present time, and reflects a better future.
Korea's traditional arts have been separated from popular arts regardless of the will of the general public while having passed through the colonial period of Japanese imperialism after the national humiliation in Gyeongsul Year. This phenomenon of separation persisted even after August 15 liberation. Especially, in the name of Saemaul Movement, which started in the 1970s for the modernization of the country, the tradition was regarded as worn-out and taboo. Especially traditional arts were getting lost their place and became more and more separated from the public. In recent years, however, the income of the general public has increased due to economic development and the leisure time has increased relatively more than that of the 70s and 80s by social welfare policy.
Therefore, the Ministry of Culture, Sports and Tourism held the "Vision 2010" for the revitalization of the traditional arts that the whole people can enjoy the traditional arts in order to solve the thirst for the culture and arts through the Traditional Arts Promotion Hanmadang. With the steady support from the Ministry of Culture, Sports and Tourism of the central government and agencies under local government, Ritual Music at Jongmyo Shrine, a Korean traditional music (Korean music), was launched in 2001. Pansori was selected as “Intangible Cultural Heritage of Humanity” by UNESCO in 2003, and then Gangneung Dano Festival in 2005, and Arirang in 2012 in succession. In this way, the continuous support of the central and local governments in the fields of culture and arts can raise the national competitiveness of traditional culture and traditional arts. Most of all, it might spread the high value of our traditional culture and traditional arts as well as the brilliance of traditional music at the level of central and local government, and raise people's awareness of culture and arts, especially traditional culture.
The National Center for Korean Traditional Music has constituted the repertoire mostly of court music and folk music since its opening in April 1951, and sponsored and invited new Korean traditional music works in 1962, launching new creative music. Since then, creative music gradually developed and the Western orchestra system has been introduced to Korean traditional music orchestra. As Seoul Metropolitan(currently Seoul City) Traditional Music Orchestra was founded and local self-governing system implemented in 1995, national and public traditional music orchestras were founded nationwide. Establishment of new Korean traditional orchestra enabled the masses to solve the thirst for culture and arts and revitalized local culture and arts.
Established in May 1984, Daegu City Traditional Music Orchestra is an official band that allows Daegu citizens to listen to high-quality performances of court music, folk music and creative music. By fulfilling the citizens' needs of traditional culture and traditional music, it plays an important role not only in cultivating emotions of region but also in working as a cultural delegation representing Daegu Metropolitan City to home and abroad.
Daegu City Traditional Music Orchestra is a traditional music arts group that represents Daegu Metropolitan City. Daegu City Traditional Music Orchestra is a local foothold of traditional music group on the purpose of fostering, transmitting, digging and promoting citizen's emotion. It should contribute to development of local cultural contents and growth of local culture and arts, delivering profound traditional music and high-quality creative music to Daegu citizens.
However, Daegu City Traditional Music Orchestra presently holds various problems to achieve such purpose. Concerning the new cultural environment that quickly changes, a comprehensive technology of management is required by making efforts in managing Daegu City Traditional Music Orchestra to be suitable for its original purpose of foundation and by improving the scattered problems. Nowadays, the masses demand a high level of culture and arts and a deep traditional culture. Keeping up with this flow, Korean traditional orchestras in each region are making sustained efforts to establish their own identity and to overcome operational problems and limit concerning the development of contents. Accordingly, it seems necessary to study the improvement plan of problems faced by Traditional Music Orchestras.
Therefore, this study focuses on the operation of local orchestra, especially Daegu City's Traditional Music Orchestra, and first looks at its role and operation. After that, this study would find out the problems of the Daegu City Traditional Music Orchestra and suggest improvement points to find out the identity and development plan of the orchestra.
The management of an arts organization is to organically link three elements of organization, capital, and audience, and to make good performances through it to provide the audience with an excellent work of art.
The purpose of the establishment of Daegu City Traditional Music Orchestra is to provide high-level cultural services to the culture-enjoying-class on the purpose of fostering, transmitting, digging and promoting citizen's emotion, to contribute to the development of local cultural contents and the development of local culture and arts, and to stimulate civic unity and spirit. Since its foundation in 1984, the orchestra has been with such conductors as Yun-guk Ku, Deok-hwan Kim, Myeong-gu Yun, Sang-jin Bak and Yeong-wi Ju, until current arts director and regular conductor Gyeong-jo Yu. Total performances since its foundation until now(1984 to 2016) are 1,124 times including 182 regular concerts, 503 planning and special concerts, 224 visiting concerts, 124 permanent concerts on Tuesdays, 42 overseas exchange performances, and 50 out-of-charge traditional music classes. The visiting concert that began in 2005 is gradually expanding from general (school, police, military, etc.) performance to realization of culture and welfare.
Analysis of the operation of Daegu City Traditional Music Orchestra derived problems as follows. The problems derived are the rigidity, unprofessionality, uniform operation, public officials' lack of understanding, and frequent personnel shifts concerning the bureaucratic operating system. Concerning group operation, autonomy and independence, which are the basis of creative activities, are being weakened due to the control of administrative agencies. Revealed problems include the lack of specific goal to achieve the purpose of establishment efficiently, insufficient budget needed for performing activity, insufficient members' welfare and inadequate facilities for performing activities. Also, there were problems such as performances that do not correspond to the identity of the Daegu City Traditional Music Orchestra and lack of differentiated programs.
Previously, a plan of improvement has already been proposed concerning Daegu City Traditional Music Orchestra. To be more specific, improvement plans of organizational structure and organizational system, financial management, and performance activities and programs were suggested as plan of development to improve problems that were revealed through analysis of realities of operation of Daegu City Traditional Music Orchestra.
First, as for plan of improvement of organizational structure and organizational system, proposed are preservation, succession and development of the prototype of traditional music as differentiation of Daegu City Traditional Music Orchestra, and plan of systematic, permanent concert as characterized strategy.
Second, it is necessary to establish an organization for professional arts group operation to ensure the autonomy and independence of the arts groups, and to set up a legal system for funding such as the operation fund of the arts group to promote the operation.
Third, improvement plans such as data construction and new media utilization that keep up with times in public relations activities and audience development.
Fourth, cultivation of artistry is the most important for arts groups. As for a way to secure artistry, improvement of the evaluation system and a levy plan for insufficient members through system were presented.
Lastly, a brand repertoire was established as a program only for Daegu City Traditional Music Orchestra. Differentiation from other organizations was designed by selecting excellent programs through audience survey, developing programs for each age and class, and creating programs to discover and represent the forgotten traditional music.
As mentioned above, in order to cultivate the efficient operation of the orchestra and self-sustenance, most of all, autonomy and independence should be ensured from administrative institutions, stable financial resources should be provided to realize creative arts activities, and based on it, good performance should be made to present it to citizens.
There have been no detailed studies on Daegu City Traditional Music Orchestra. The significance of this study is in deriving the reality and problem of whole operation since the establishment of the orchestra and in examining plans of improvement. Also for the first time, it is in comparing and analyzing the common problems and individual problems of Daegu City Traditional Music Orchestra.
The purpose of this study was to mention problems of operating system, out of common problems, of Daegu City Traditional Music Orchestra. However, local Korean Traditional Music groups may not systematic due to the short history, and problems of the operating system may leave more research tasks in the future. Especially, it is expected that there will be many operating systems and improvement plans that can effectively operate City Traditional Music Orchestra. Region-based arts groups are expected to be more activated through this research.

목차 (Table of Contents)

• Ⅰ. 서론 1
• 1. 연구의 목적 및 필요성 1
• 2. 연구의 방법 및 제한점 4
• Ⅱ. 전국 국·공립 국악단 현황 5
• 1. 특별시 및 광역시립 국악단 5
• 1) 국립국악원 5
• 2) 서울시국악관현악단 7
• 3) 대전시립연정국악원 8
• 4) 부산시립국악관현악단 10
• 5) 광주시립국악관현악단 11
• 2. 광역도립국악단 13
• 1) 경기도립국악단 13
• 2) 강원도립국악관현악단 13
• 3) 전라남․북도립국악단 14
• 4) 경북도립국악단 14
• 3. 기초단체국악단 15
• 1) 성남시립국악단 15
• 2) 안산시립국악단 15
• 3) 청주시립국악단 16
• 4) 천안시충남국악관현악단 16
• 5) 전주시립국악단 17
• 6) 남원시립국악단 17
• 7) 충주시립우륵국악단 18
• 8) 정읍시립국악단 19
• 9) 여수시립국악단 19
• 10) 김천시립국악단 20
• 11) 진주시립국악단 20
• Ⅲ. 대구시립국악단 현황 검토 및 분석 25
• 1. 창단배경 25
• 2. 연혁 27
• 3. 운영현황 29
• 1) 조직구성 29
• 2) 조직운영 30
• 3) 재정운영 31
• 4. 공연활동 및 프로그램 33
• 1) 대구시립국악단의 공연활동 33
• 2) 정기연주회 35
• (1) 정기연주회에 연주된 궁중음악 36
• (2) 정기연주회에 연주된 민속음악 37
• (3) 정기연주회에 연주된 창작음악 38
• 3) 상설연주회 38
• 4) 국제교류 공연현황 39
• 5. 대구시립국악단 관객층 성향분석 40
• 1) 관람객의 일반적 특성 41
• 2) 관람객의 국악단에 대한 관심도 42
• 3) 홍보 활동 조사 44
• 4) 공연에 관한 평가 46
• 5) 분석결과 요약 46
• Ⅳ. 대구시립국악단의 문제점 48
• 1. 대구시립국악단 운영의 문제점 48
• 1) 조직구성과 행정기관 주도의 문제점 48
• 2) 조직제도의 미흡과 전문요원의 부족 49
• 2. 재정운영의 문제점 50
• 1) 공연제작의 예산부족 50
• 2) 단원복지 미흡으로 인한 사기저하 52
• 3) 연주활동을 위한 시설의 열악함 53
• 3. 공연활동 및 프로그램의 문제점 54
• 1) 질적 수준을 높이는 공연활동 54
• 2) 대구시립국악단의 정체성 부족 54
• 3) 국악단만의 차별화된 프로그램의 부족 56
• 4. 관객 개발에 대한 문제점 56
• 1) 대구시립국악단의 낮은 인지도 56
• 2) 홍보 매체의 새로운 개발부족 57
• 3) 관객 데이터베이스의 부족 57
• 4) 회원제의 문제점 57
• Ⅴ. 대구시립국악단의 개선방안 58
• 1. 조직구성과 조직제도의 개선방안 58
• 1) 조직구성과 행정기관 주도의 개선방안 58
• 2) 조직제도의 개선 및 전문성 구축 59
• 2. 재정운영의 개선방안 60
• 1) 공연제작에 필요한 법제도 마련 60
• 2) 단원복지 증진 60
• 3. 공연활동 및 프로그램의 개선방안 61
• 1) 예술성 함양 61
• 2) 대구시립국악단의 정체성 확보 62
• 3) 대구시립국악단의 브랜드 레퍼토리 구축 62
• 4. 관객 개발에 대한 개선방안 63
• 1) 대구시립국악단의 인지도 개선 63
• 2) 홍보 매체의 새로운 개발 64
• 3) 관객 데이터베이스의 구축 64
• 4) 회원제 개선방안 64
• Ⅵ. 결 론 66
• 참고 문헌 69
• 부 록 72