KBS의 변화, 그 현황과 과제

Abstract

This study explores the background, process and effect, and current state and task of the restructuring KBS carried out this August. KBS restructured itself largely centering on introducing team management system and adjusting the roles of regional network stations. While the former was to change the bureaucratic hierarchic structure of KBS to a flatter one, the latter was to abolish seven regional stations which had been transmitting only radio broadcasts. As the result of restructuring, over nine hundred executive members lost their posts and the number of departments became far fewer than before. The change of KBS reflected the external demands to be more efficient and the internal desires to become more agile and less bureaucratic. As the range and scale of the restructure was large, KBS now takes complementary measures to minimize the impact on the staff. To secure the intended purpose of the change, the management needs to increase social interactions among employees and encourage commitment to shared corporate goals. The change of KBS should be directed to provide good programmes in behalf of licence payers. As long as KBS is a public service broadcaster and is financed by licence fee, licence payers are entitled to ask KBS to be cost-effective, to reflect every opinion and every region equally and to concentrate on the types of programmes which would not be provided by commercial broadcasters. In this sense this restructuring of KBS is not an end but a beginning.