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조직구조, 조직문화 및 조직 효과성의 관계에 관한 연구: 업무특성별 기관분류를 중심으로
Analyzing the relation among organizational structure, organizational culture and organizational effectiveness: focusing on sub-departments by work patterns

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Authors
주효진
Issue Date
2004-06
Publisher
서울대학교 행정대학원
Citation
행정논총, Vol. 42 No. 2, pp. 29-53
Keywords
조직구조조직문화조직 효과성구조방정식모형(structural equation model: SEM)organizational structureorganizational cultureorganizational effectivenessstructural equation model(SEM)
Abstract
본 연구는 조직구조, 조직문화 및 조직 효과성의 관계가 업무특성별 기관분류에 따라 어떠한 차이가 있는지를 실증적으로 분석해 보았다. 즉 업무 특성별로 기획관리부서와 사업집행부서로 분류한 다음, 조직구조와 조직문화 그리고 조직 효과성 사이에 어떠한 차이가 있으며, 어떠한 영향관계가 있는지를 구조방정식모형(structural equation model: SEM)을 이용하여 실증적인 분석을 수행하였다. 분석결과 업무특성에 따라 조직구조, 조직문화 및 조직 효과성에서 약간의 차이가 있는 것으로 나타났다. 하지만 구조방정식모형을 이용한 조직 효과성 분석에서는 전체조직에서나 업무특성에 따라 분류한 부서에서나 모두 조직구조와 조직문화가 조직 효과성에 영향을 미치는 것으로 나타났다. 즉 업무특성에 관계없이 조직구조와 조직문화가 조직 효과성에 영향을 미친다는 것을 실증적 연구를 통해 확인할 수 있었다. The main purpose of this study aims to investigate the influence of bath organizational structure and organizational culture on the organizational effectiveness using the structural equation model(SEM). For the research, organizational structure factors were consisted of complexity, formalization, and centralization. organizational culture factors were sub-categorized as group culture, developmental culture, hierarchical culture, and rational culture. As a dependent variable, organizational effectiveness factors were consisted of job satisfaction and organizational commitment. Also, control variables were consisted of departments classified by job characteristics(department of planning and management & department of project execution). The policy implications based on the analytical results are as followings. First, organizational structure and organizational culture influenced organizational effectiveness. Second, the finding also suggests that organizational change strategy should be considered because organizational structure and organizational culture were key factors in determining the level of organizational effectiveness. Third, because it is hard to change the organizational culture by one-time intervention, it should be cautious to adopt the radical approach in changing the existing organizational culture. Finally, it needs to focus on cultural aspects rather than structural aspects in order to maintain consistent stability in the process of organizational change. Therefore, organizational leader's role is very important for a stable change and growth of the organizational culture.
ISSN
1229-6694
Language
Korean
URI
http://hdl.handle.net/10371/70928
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Graduate School of Public Administration (행정대학원)Dept. of Public Administration (행정학과)Korean Journal of Public Administration (행정논총)Korean Journal of Public Administration (행정논총) vol.42 (2004)
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