2006, Vol.17, No.3

Korean Society and Public Administration 2023 KCI Impact Factor : 1.89

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

The purpose of this paper analyzes developmental process of governmental bureaucracy by historical and evolutional perspectives. This work studies the characteristics and evolution process of Ministry of Information Communication(MIC) and Ministry of Construction & Transportation (MOCT) in Korean bureaucracy. Evolution is classified by variation, selection, steadiness. The major findings are that since organization's formation, the bureaucracy of MIC and MOCT has changed repeat by an environment and institutional context. Also, it searched a point that the each bureaucracy will be various to the evolution and institutional characteristics. Through the study, I argues that needs to consider both evolution and institutional characteristics of Korean bureaucracy in perspectives. In spite of such possibilities the discussion is hypothetical argument. Thus, this paper must follow the depths study to the justifiability of discussion.

This study analyzes how organizational culture affects employees’ reform tendency by employing Kimberly and Quinn’s Competing Values Model (1984). The organizational culture is categorized by type of group, hierarchical, development, and rational cultures. The effect of the ten central government agencies’ organizational cultures on public employees’ reform tendency is analyzed. The study shows that every type of the organizational culture positively affects public employees’ reform tendency. Development culture which emphasizes creativity, group culture which emphasizes participation, rational culture which focuses on performance, and hierarchical culture which emphasizes balanced organizational management all have a positive effect on public employees’ reform tendency. In addition, public employees have a higher reform tendency when their government agency has a strong and balanced organizational culture. The result of this analysis shows the pooled effect of the four types of organizational culture on the public employees’ reform tendency. Like the argument of the Competing Values Model, all the organizations have mutually exclusive values, and achieve higher performance when they have strong and balanced organizational cultures. Therefore, instead of supporting one individual type of organizational culture, every organizational culture should be developed in order to lessen public employee backlash against organizational reform.

This study aims at evaluating on financial efficiency of executive agencies during 5 years. Executive agency is a new government performance management system based on NPM(new public management). The agency CEO contracts his 3 years performance plan and is allowed enough autonomy and flexibility of management - personnel, financial management and so on. For evaluation, DEA(Data Envelopment Analysis) is used at 10 selected executive agencies. This study shows that new management system had no serious effects on financial efficiency of executive agencies. Contrary to government self evaluation, financial efficiency is not improved in executive agencies. The reason is that enough management autonomy is not allowed in executive agency. Government management - especially financial aspect - is very restricted its utility. The most efficient agency - The Mokpo National Hospital, Public Procurement Service - is a benchmarking at other new starting agencies.