Basic Report

  
  
   Several kinds of conditions of local communities have changed andadministrative demands have been diversified as well. Therefore, these changes anddemands are requiring new organizational structures and alternatives for efficientoperation of local governments. In other words, local governments need to craft anddevelop contextual and diversified operation systems which meet these dynamicchanges and administrative demands, rather than uniform and mechanic approach.Accordingly, we review several problems of current organizational structure anduniform operation and seek to develop new alternatives to diversify the operation oflocal autonomous entities. In order to make further progress, we investigate problemsand limitations of organizational operation based on operating body and operatingtypes (structural design, role type, working type), and suggest cardinal guideline andapplicable alternatives for efficient organizational operation.The procedures for this study are as follow; first theoretically discussingmeanings and realities of institutional/realistic operation, need of diversification, secondanalyzing survey for diversification of organizational operation and Korean and foreigncases related in-depth, and suggesting policy implication from the analyses, thirdpresenting diversification alternatives of organizational operation.First, this study discusses that local governments need to efficiently deal withchanges of political-administrative environment in terms of need of diversifyingorganizational operation, In addition, we suggest that they should seek to maximizeperformance with their own resources and efficiently achieve organizational purposesthrough promoting members' job commitments.Second, this study explores the realities and problems of organizational operationsystem of local autonomy entities in terms of two categories: operation realties,recognition realities. We investigate realities of cardinal operation ways and otheroperation ways in terms of operating body and operating behaviors (structural design,role type, working type). This study then analyzes recognition of civil servants incharge by survey and interview. Based on these analyses, we draw inefficient problemsresulting from ways establishing a entity (in term of operating body), hierarchicalperception of organizational operation (in terms of structural design), stiff approachand authoritative thinking on organizational placement (in terms of role), andnon-openness of organizational culture and problems of personnel management(working type).Finally, this study suggests alternatives to diversify organizational operationsystem in terms of operating body and operating types. For, operating body, this studyprovides direct management, contracting out, and joint management as applicable ways.For operating type in terms of structural design, we suggest multi-functional team,project team, network, and amorphous team as appropriate ways. For operating type interms of role type, integrate operation of headquarter and directly belonging agenciesand integrate operation of headquarter and local offices as applicable ways. Foroperating type in terms of working type, this study suggests telecommuting, smartwork, and flexible work to efficient cope with changes of working environment. Thisstudy expects that many local autonomous entities try to apply these suggestions tooperating their own organizations.