방송통신위원회의 조직 정체성 진단
The study on Organizational Identity of Korea Communications Commission
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참고문헌
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초록
방송과 통신이 융합되는 환경의 흐름 속에서 방송위원회와 정보통신부가 방송통신위원회로 통합되었다. 두 조직은 오랜 기간 상반된 가치를 추구했던 조직으로, 방송통신융합과 관련해서도 서로 다른 시각과 접근을 강조했다. 이에 본 연구에서는 두 조직의 실질적 통합을 위해 두 조직의 정체성을 고찰하고, 조직 정체성이 형성된 원인을 조직 내부적인 시각(과업속성, 리더십, 조직구조)에서 분석했다. 분석 결과 두 조직은 상이한 정체성을 지닌 조직으로 나타났다. 먼저 방송위원회는 일상적/성과측정이 어려운 과업을 수행하며, 그 결과 정적인 정체성이 형성되었다. 그러나 정보통신부는 비일상적/성과측정이 용이한 과업을 수행하였고 이에 따라 동적인 정체성이 형성되었다. 이와 함께 방송위원회의 포용적/제약된 의사소통적 리더십은 절차적 합리성을 추구하는 정체성을 형성하였다. 반면 정보통신부의 중앙집권적/원활한 의사소통적 리더십은 도구적 합리성을 중요시하는 정체성을 형성하였다. 마지막으로 방송위원회의 노동조합과의 열린 네트워크 구조는 수평적이면서 동시에 과격한 정체성을 형성하였다. 그러나 노동조합과 실질적으로 닫힌 네트워크를 형성한 정보통신부는 관료조직으로서의 위계적 정체성이 발현되었다. 본 연구는 행정조직을 대상으로 조직 정체성의 상대적 차이를 분석했다는 점에서 이론적 의미가 존재한다. 이와 함께 방송통신위원회의 모체 조직인 방송위원회와 정보통신부의 정체성 분석을 통해 방송통신위원회의 방향성을 모색했다는 점에서 정책적 의의가 존재한다.
Abstract
This study investigates identities of KBC (Korea Broadcasting Commission) and MIC (Ministry of Information and Communication of Republic of Korea). In addtion, this study analyzes the microscopic factors such as characters of tasks, leadership style and organizational structures of MIC and KBC. The tasks undertaken by KBC tend to be daily routine and its performance is not easily measured. Such characters of the task and difficulties in performance measurement has built up the static and lax organization identity of KBC. On the contrary, MIC prescribes promotion of information and communication industry as its major task. Information and communication policy needs continuous change and its performance can be easily measured according to the definite standard. As a result, the organization identity of MIC is dynamic and tight. Leadership style also influenced the characters of organization identity. KBC demonstrates comprehensive leadership style. In addtion, there is a lack of active communication not only among commissioners but also between commissioners and secretariat officials all of which caused limitation for leadership exertion; therefore, KBC has difficulties to take the lead driving broadcast policy. Thus, KBC tends to pursue procedural rationality to guarantee its operation legitimacy. On the other hand, the Minister, the leader of MIC is a centralized leader, and he or she exercises leadership efficiently in the hierarchy of the ministry. This leadership style has helped make it possible for leaders came from private enterprise experts or economic officials to reflect their ideas readily in the policy. Therefore, MIC has the organization identity emphasizing performance and efficiency. Lastly, organization structures influenced the formation of organization identity. KBC has maintained open network structures with other organizations, especially with the National Union of Media workers, and has been subjected to the influence of civil society organizations. As a result, even though KBC is public organization, it has horizontal identity as civil society organizations prefer. In contrast, MIC has maintained closed network structures. Officials of MIC recognize that they are under the command of government's administrative branch, although they are members of Central Government Officials' Labor Union. Thus, MIC has the organization identity including the traits of hierarchy.
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