Guaranteeing, developing and maintaining competent people is imperative for long-term developments in every organization. Especially balanced development of commissioned officers, non-commissioned officers and enlisted men, which constitute armed forces organizations, is fundamental in improving and...
Guaranteeing, developing and maintaining competent people is imperative for long-term developments in every organization. Especially balanced development of commissioned officers, non-commissioned officers and enlisted men, which constitute armed forces organizations, is fundamental in improving and maintaining combat strength. While for commissioned officers and enlisted men there arent many problems because of high occupational preference and obligatory military service, but in recruiting and supplementing manpower for non-commissioned officers which is a volunteer system, there are considerable difficulties as economic conditions influence the occupational preference. Despite of the ROK Armys long- and mid-term plan for non-commissioned officer system, it is still difficult to recruit and secure non-commissioned officers because the reality is that the people avoid these positions due to the differences in income when compared with other job sectors. In recent years it has been changed to recruit NCOs more among civilians while reducing recruits from active duty that has resulted in some problems such as conflict with enlisted men and lack of leadership. To deal with these problems, it will be desirable to recruit NCOs from active duty rather than from civilians and to reform the NCO system to make it more popular. Given that the manpower policy of defense authority is oriented to strengthen substructure of armed forces by increasing NCOs, it is highly required to recruit well-fitted NCOs for military organization. Based on fact analysis and questionnaire study, Contract Non-Commissioned Officer System is suggested as a dual solution for deficiency of NCO personnel and lack of leadership of junior grade officer as follows in this paper. Application is available to sergeant whose service period exceeds at least 1 year 8 months (20 months) and educational attainment equals to and higher than those of high school graduate. Selected men are appointed as staff sergeants after about a three-month training from NCO schools or respective arms branch schools and their first assignments are to platoon or company of their own forces. This assignment can be coordinated to the same battalion, regiment and division to remove excess or deficiency. The first assignment for infantry NCOs is mainly vice platoon leader or a position equivalent to that at their first year and then they are assigned to a platoon leader or battalion staff NCO considering academic background and leadership at their second year. Company administration officers are appointed among those of extended contract or long-term service. Those who have bachelors degrees or more can be commissioned as second lieutenants and if those who have completed their service gain bachelors degree to apply as bachelor officer candidates they get advantages when selected. This is an incentive to competent resources for promotion to higher social position. Obligatory service period of contract non-commissioned officer should be at least 2 years which can be extended by 1 year to 4 years at their choice and it can be extended by 1 year through 2 times not to excess 4 years by screening. After 2 years from first contract they can apply to contract extension or long-term service and among applicants those of above required level can be appointed as career non-commissioned officers of long-term contract (obligatory of 7 years). When considering propriety of contract non-commissioned officer system, in economic aspect, it can be a more burden to budgets than current system but it should be recognized as an investment. In quality aspect, academic level of NCO will be higher and they can accomplish their works well with their skills and experiences as an enlisted man. Also immediate utilization will be available as selected non-commissioned officers have developed primary military occupational specialty during their service as enlisted men and this contributes to strengthening substructure of armed forces by utilizing young and active NCOs. They say war is up to generals and combat is up to non-commissioned officers. By a data of death in battle before the end of the Korean War, 802 generals, 14,871 NCOs, and 9,426 enlisted men had been killed in action. This proves the importance and contribution of non-commissioned officers in armed forces. Therefore we should know that if some failures take place in recruiting and management of non-commissioned officer system it would be an impediment for maintaining combat power. To ensure better treatment and enhance occupational preference for non-commissioned officers, consistent consideration and proper arrangement of authority is needed.It is important subject how to manage limited educational finances of school efficiently. In the past, every schools managed educational finances based on usual practice and guideline because there is no regulations on extent of school budget, budget process. The financial resources required managing school is categorized by various kinds of expenses. As these expenses is managed separately, the laws and regulation applied each expense is different, there ane many problems that prohibit school budget system from operating efficiently. To improve this frustrating situation, Ministry of Education & Human Resources Development revised the law of elementary- secondary education to be suitable school and then has carried out the accounting system of school budget since 2001. The purpose of accounting system of school budget introduced recently is to improve clarity, trust, efficiency of school finances management. And it is introduced to support various educational acts efficiently, to rise quality of shool education through enlargement of discretion right for principal's finances management. This thesis is focused on the academical investigation into the actual conditions, problems of management system in school finances carried out till now, understanding of gerneral recognition to new accounting system of school. As managing new accounting system of school, catch hold of problems found composition, execution, settlement process of budget, and then present materials is needed to settle down managerial problems of current accounting system of school in the near future. This thesis maked up a questionnaire to elementary, middle school teachers and school steering committee in Boryeong office of education, Chung-cheung-nam-do. The result is followed. It is necessary that school steering committee's, teacher's, parents of students recognition for accounting system of school is heighten to settle down, manage accounting system of school efficiently. To realize this purpose, systematic, last education, information related accounting system of school is needed. The managerial burden has been decreased through simple integrating various funds moved in school budget to one accounting system of school, unifing recorded account book. But it is necessary to reduce unnecessary procedures, and that understanding for account operation will be improved through reinforcing education for account operation. In addition, it is necessary to increase transparency in budget execution, open the audition process of budget more positively to the public.
Guaranteeing, developing and maintaining competent people is imperative for long-term developments in every organization. Especially balanced development of commissioned officers, non-commissioned officers and enlisted men, which constitute armed forces organizations, is fundamental in improving and maintaining combat strength. While for commissioned officers and enlisted men there arent many problems because of high occupational preference and obligatory military service, but in recruiting and supplementing manpower for non-commissioned officers which is a volunteer system, there are considerable difficulties as economic conditions influence the occupational preference. Despite of the ROK Armys long- and mid-term plan for non-commissioned officer system, it is still difficult to recruit and secure non-commissioned officers because the reality is that the people avoid these positions due to the differences in income when compared with other job sectors. In recent years it has been changed to recruit NCOs more among civilians while reducing recruits from active duty that has resulted in some problems such as conflict with enlisted men and lack of leadership. To deal with these problems, it will be desirable to recruit NCOs from active duty rather than from civilians and to reform the NCO system to make it more popular. Given that the manpower policy of defense authority is oriented to strengthen substructure of armed forces by increasing NCOs, it is highly required to recruit well-fitted NCOs for military organization. Based on fact analysis and questionnaire study, Contract Non-Commissioned Officer System is suggested as a dual solution for deficiency of NCO personnel and lack of leadership of junior grade officer as follows in this paper. Application is available to sergeant whose service period exceeds at least 1 year 8 months (20 months) and educational attainment equals to and higher than those of high school graduate. Selected men are appointed as staff sergeants after about a three-month training from NCO schools or respective arms branch schools and their first assignments are to platoon or company of their own forces. This assignment can be coordinated to the same battalion, regiment and division to remove excess or deficiency. The first assignment for infantry NCOs is mainly vice platoon leader or a position equivalent to that at their first year and then they are assigned to a platoon leader or battalion staff NCO considering academic background and leadership at their second year. Company administration officers are appointed among those of extended contract or long-term service. Those who have bachelors degrees or more can be commissioned as second lieutenants and if those who have completed their service gain bachelors degree to apply as bachelor officer candidates they get advantages when selected. This is an incentive to competent resources for promotion to higher social position. Obligatory service period of contract non-commissioned officer should be at least 2 years which can be extended by 1 year to 4 years at their choice and it can be extended by 1 year through 2 times not to excess 4 years by screening. After 2 years from first contract they can apply to contract extension or long-term service and among applicants those of above required level can be appointed as career non-commissioned officers of long-term contract (obligatory of 7 years). When considering propriety of contract non-commissioned officer system, in economic aspect, it can be a more burden to budgets than current system but it should be recognized as an investment. In quality aspect, academic level of NCO will be higher and they can accomplish their works well with their skills and experiences as an enlisted man. Also immediate utilization will be available as selected non-commissioned officers have developed primary military occupational specialty during their service as enlisted men and this contributes to strengthening substructure of armed forces by utilizing young and active NCOs. They say war is up to generals and combat is up to non-commissioned officers. By a data of death in battle before the end of the Korean War, 802 generals, 14,871 NCOs, and 9,426 enlisted men had been killed in action. This proves the importance and contribution of non-commissioned officers in armed forces. Therefore we should know that if some failures take place in recruiting and management of non-commissioned officer system it would be an impediment for maintaining combat power. To ensure better treatment and enhance occupational preference for non-commissioned officers, consistent consideration and proper arrangement of authority is needed.It is important subject how to manage limited educational finances of school efficiently. In the past, every schools managed educational finances based on usual practice and guideline because there is no regulations on extent of school budget, budget process. The financial resources required managing school is categorized by various kinds of expenses. As these expenses is managed separately, the laws and regulation applied each expense is different, there ane many problems that prohibit school budget system from operating efficiently. To improve this frustrating situation, Ministry of Education & Human Resources Development revised the law of elementary- secondary education to be suitable school and then has carried out the accounting system of school budget since 2001. The purpose of accounting system of school budget introduced recently is to improve clarity, trust, efficiency of school finances management. And it is introduced to support various educational acts efficiently, to rise quality of shool education through enlargement of discretion right for principal's finances management. This thesis is focused on the academical investigation into the actual conditions, problems of management system in school finances carried out till now, understanding of gerneral recognition to new accounting system of school. As managing new accounting system of school, catch hold of problems found composition, execution, settlement process of budget, and then present materials is needed to settle down managerial problems of current accounting system of school in the near future. This thesis maked up a questionnaire to elementary, middle school teachers and school steering committee in Boryeong office of education, Chung-cheung-nam-do. The result is followed. It is necessary that school steering committee's, teacher's, parents of students recognition for accounting system of school is heighten to settle down, manage accounting system of school efficiently. To realize this purpose, systematic, last education, information related accounting system of school is needed. The managerial burden has been decreased through simple integrating various funds moved in school budget to one accounting system of school, unifing recorded account book. But it is necessary to reduce unnecessary procedures, and that understanding for account operation will be improved through reinforcing education for account operation. In addition, it is necessary to increase transparency in budget execution, open the audition process of budget more positively to the public.
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