기초자치단체 문화재단 조직 재설계에 관한 논의

Abstract

(Purpose) Organizations for business and research in the cultural field have an unstable organizational structure that relies on short-term employment. This study diagnoses the actual structural system of the cultural foundation organization of the basic local government, which has been accelerating its establishment since 2006, and looks at it from the perspective of organizational growth based on the demands of the basic local government's cultural foundation office and the current operating conditions. (Design/methodology/approach) The scope of content and time was limited to the diagnosis and redesign required for the organizational redesign of the secretariat that has been maintained since the 2018 reorganization of the Wanju Cultural Foundation. For consideration of alternative organizational systems, H. Mintzberg's organizational growth path model is applied. For the diagnosis of the target organization of the case, the direction of organization redesign was suggested by utilizing the situational suitability evaluation, organizational efficiency evaluation, and job load analysis. Literature review, employee interview survey, benchmarking of similar organizations, and job load analysis by self-writing method were mainly used. (Findings) According to the results of the interview survey applying H. Mintzberg's organizational growth path model, the tasks of the Cultural Foundation were derived as follows; First of all, it was found that it was necessary to prepare a communication system and coordinate work in the coordination mechanism sector. In the design parameter category, it was found that there is an urgent need to create an environment for job training and nurturing of professional manpower, and it is necessary to delegation of authority to the team leader due to unnecessary destruction and overall review of the evaluation system, and the revision of the Foundation's delegation regulations. It was found that it was necessary to significantly improve the working conditions of foundation employees due to the improvement of the personnel system. Regarding the situational factors, the Foundation should secure independence and autonomy by enhancing its external status as a specialized organization, secure stable financial resources, and increase manpower has emerged as an urgent task. (Research implications or Originality) The results shown in the various analysis results of this study confirmed that the demand for new work in an unstable and unsystematic state of the actual cultural sector is pouring out. In this context, this study presented clarification of issues according to the demand for new work, rearrangement of different workers, and reorganization of work (draft). In addition, it suggested the division of work according to the organization redesign along with the proposal for the cultural foundation's manpower supplement. This can be said to be of significance as the first attempt to approach an academic subject in the organization and manpower management of the cultural foundation of a local government.