2006, Vol.17, No.1

Korean Society and Public Administration 2023 KCI Impact Factor : 1.89

pISSN : 1225-8652
https://journal.kci.go.kr/kspa

Although the formal organization describes authority lines, much of the influence and the actual work is accomplished through the informal structure of friends, contacts, and accidental communications, Despite this recognition, recommendations for the design of organizations have been limited for the most part, to formal organizations. A small number of researchers has called attention to the issue of design of informal organization. In this article, I propose to present a panorama of the different methods that exist today for the establishment of a network of relationships in the core of an organization. This network of relationships resembles the 　informal organizational chart, on assuming that the phenomena of influence are directly related to the structures of existing relationships.

The Poomui(Ringi)-system as decision-making concept is an important aspect of Korean and Japanese culture that arises from Japanese group orientation. Poomui(Ringi)-system allows group members to participate in decision-making while respecting and maintaining their hierarchical relationships. The application of Poomui(Ringi)-system is called the Poomui(Ringi) decision-making. This study deals with the characteristics of the Poomui(Ringi) decision-making in Korean local government. Also, this paper analyses the relationships and the paths among factors influencing the rapidity of the Poomui(Ringi) decision-making in Korean local government. For this study, the research design includes in-depth interviews as well as surveys.

This paper analyses the relation between government and environmental NGOs in America, Japan, and Korea. In many countries, the types of the government-NGO relationship depend on various factors such as the characteristics of political system, historical and social atmosphere, and nature of the problems in hand. This paper probes two major factors that can condition the government-NGO relationship, which are organizational characteristics of NGOs and political opportunity structure which means a relative openness of political system and configuration of political power among the relevant actors participating in policy-making process. The comparative analysis shows that the political opportunity structure has much affected the model of the government-NGO relationship, while organizational characteristics of NGOs played an insignificant role. As a result, the interdependence model of government-NGO relationship is found under the circumstances where the openness of political system is enlarged and the configuration of political power is favorable to NGO.