IMF경제위기에 대처하기 위해서 혁신노력을 기울이는 기업이나, IMF금융지원조건에 따른 인위적인 구조조정에 의하여 조직변신을 해야하는 기업들에게 적합한 조직문화유형은 어떤 것인가? 본 연구의 목적은 첫째, 우리 나라 기업의 조직변화의 방향을 제시하기 위해서 문화적 특성에 따라 조직문화유형을 권력문화?역할문화?성취문화?지원문화로 분류하여 조직구성원들이 현재 공유하고 있는 문화적 가치현상(기존문화)과 그들이 바람직하다고 생각하는 문화적 가치특성(선호문화)을 진단하여 조직문화의 변화방향과 변화요구의 강도를 분석한다. 둘째, 기업조직에 따른 조직문화유형의 특성차이를 분석하여 조직변화의 차별적인 방향을 확인한다. 셋째, 조직구성원들의 직군?직급?성별에 따른 기존문화와 선호문화에 있어서 문화특성의 차이를 분석하도록 한다. 본 연구의 분석결과는 첫째, 모든 조직의 기존문화와 선호문화에 있어서 네 가지 유형의 조직문화적 특성을 지니고 있으며, 조직간에는 문화유형특성의 강도에 있어서 분명한 차이가 존재하고 있었다. 둘째, 조직내의 직군별?직급별?성별 집단간의 조직문화특성(기존문화와 선호문화)에 있어서 유의한 차이가 발견되지 않았다. 결론적으로 각 회사는 문화지수의 분석결과에 기초하여 변화의 방향을 선택하는 것이 바람직할 것으로 다음과 같이 추천하고자 한다. ① L반도체회사는 현재의 강한 권력문화와 역할문화를 완화하고 성취문화와 지원문화를 강화하는 조직 변화를 추구하는 것이 바람직하겠다. ② C은행은 합리성?엄격성?일관성을 강조하는 역할문화로의 조직변화를 추진하는 것이 필요하겠다. ③ S전기회사는 한편으로 지원문화를 약화시키고 다른 한편으로 역할문화를 강화하는 조직변화를 추구하도록 권고하고자 한다.
IMF경제위기에 대처하기 위해서 혁신노력을 기울이는 기업이나, IMF금융지원조건에 따른 인위적인 구조조정에 의하여 조직변신을 해야하는 기업들에게 적합한 조직문화유형은 어떤 것인가? 본 연구의 목적은 첫째, 우리 나라 기업의 조직변화의 방향을 제시하기 위해서 문화적 특성에 따라 조직문화유형을 권력문화?역할문화?성취문화?지원문화로 분류하여 조직구성원들이 현재 공유하고 있는 문화적 가치현상(기존문화)과 그들이 바람직하다고 생각하는 문화적 가치특성(선호문화)을 진단하여 조직문화의 변화방향과 변화요구의 강도를 분석한다. 둘째, 기업조직에 따른 조직문화유형의 특성차이를 분석하여 조직변화의 차별적인 방향을 확인한다. 셋째, 조직구성원들의 직군?직급?성별에 따른 기존문화와 선호문화에 있어서 문화특성의 차이를 분석하도록 한다. 본 연구의 분석결과는 첫째, 모든 조직의 기존문화와 선호문화에 있어서 네 가지 유형의 조직문화적 특성을 지니고 있으며, 조직간에는 문화유형특성의 강도에 있어서 분명한 차이가 존재하고 있었다. 둘째, 조직내의 직군별?직급별?성별 집단간의 조직문화특성(기존문화와 선호문화)에 있어서 유의한 차이가 발견되지 않았다. 결론적으로 각 회사는 문화지수의 분석결과에 기초하여 변화의 방향을 선택하는 것이 바람직할 것으로 다음과 같이 추천하고자 한다. ① L반도체회사는 현재의 강한 권력문화와 역할문화를 완화하고 성취문화와 지원문화를 강화하는 조직 변화를 추구하는 것이 바람직하겠다. ② C은행은 합리성?엄격성?일관성을 강조하는 역할문화로의 조직변화를 추진하는 것이 필요하겠다. ③ S전기회사는 한편으로 지원문화를 약화시키고 다른 한편으로 역할문화를 강화하는 조직변화를 추구하도록 권고하고자 한다.
Is there an appropriate archetype of organizational culture for Korean business which have to cope with turbulent environment like IMF economic crisis and/or to be artificially manipulated structural reform in accordance with the requirements of IMF financing conditions. The purpose of this study is...
Is there an appropriate archetype of organizational culture for Korean business which have to cope with turbulent environment like IMF economic crisis and/or to be artificially manipulated structural reform in accordance with the requirements of IMF financing conditions. The purpose of this study is to develop the suitable archetype of organization culture by using the diagnosis technique of organization culture developed by R. Harrison/H. Strokes for the sake of suggesting the direction of organizational change for Korean businesses. The study on the diagnosis of organizational culture is previously being started to classify the concept of the four archetypal organization culture - power, role, achievement and support - to provide the framework for understanding organizations. The study surveyed has then been conducted by comparative analysis for the questionnaires between existing culture which the company has currently and preferred culture which organizational members feel to be desirable for the attributes of the four archetypal organization culture. Since the deviation of distribution between existing and preferred culture scores is explicitly suggestive on the state of dissatisfaction level to the current culture of organizational members, high level of preferred culture index is very signal to push change against the existing culture. Therefore, We will be able to get insight for the direction of changing organization culture by diagnosing the differences between existing and preferred culture through multi-modal distribution analysis. According to outcomes of this study, it is found that there is four archetypal attributions of organizational culture in every organization, that is, all organization have some combination of these four basic organizational cultures. However, there is a distinct deviation of distribution and strength of cultural attributes among organizations, and also here is no remarkable differences of cultural phenomenon among intragroups within any organization. In conclusion, organization change should basically be founded on cultural change of organization, and it is desirable to determine the convertible direction of organizational culture based upon the diagnosis results of cultural values of organization members. Accordingly I can herewith recommend each company to choose their change orientation on the basis of the analysis results of culture index by company as below. ① It is recognized that the "L" Company is being required to convert into strong achievement and support culture instead of current power and role culture, since existing and preferred culture indices of the company are -16.87 and 33.79 respective]y. ② It is considered that "C" Bank is desiring to be changed to role culture which emphasize rationality, rigidity and consistency, as existing and preferred culture indices of the firm are 9.43 and -13.8. ③ It is understood that the "S" Company should weaken the support culture on the one hand and strengthen role culture on the other hand, indicating existing and preferred culture indices are 11.32 and -19.61 respectively.
Is there an appropriate archetype of organizational culture for Korean business which have to cope with turbulent environment like IMF economic crisis and/or to be artificially manipulated structural reform in accordance with the requirements of IMF financing conditions. The purpose of this study is to develop the suitable archetype of organization culture by using the diagnosis technique of organization culture developed by R. Harrison/H. Strokes for the sake of suggesting the direction of organizational change for Korean businesses. The study on the diagnosis of organizational culture is previously being started to classify the concept of the four archetypal organization culture - power, role, achievement and support - to provide the framework for understanding organizations. The study surveyed has then been conducted by comparative analysis for the questionnaires between existing culture which the company has currently and preferred culture which organizational members feel to be desirable for the attributes of the four archetypal organization culture. Since the deviation of distribution between existing and preferred culture scores is explicitly suggestive on the state of dissatisfaction level to the current culture of organizational members, high level of preferred culture index is very signal to push change against the existing culture. Therefore, We will be able to get insight for the direction of changing organization culture by diagnosing the differences between existing and preferred culture through multi-modal distribution analysis. According to outcomes of this study, it is found that there is four archetypal attributions of organizational culture in every organization, that is, all organization have some combination of these four basic organizational cultures. However, there is a distinct deviation of distribution and strength of cultural attributes among organizations, and also here is no remarkable differences of cultural phenomenon among intragroups within any organization. In conclusion, organization change should basically be founded on cultural change of organization, and it is desirable to determine the convertible direction of organizational culture based upon the diagnosis results of cultural values of organization members. Accordingly I can herewith recommend each company to choose their change orientation on the basis of the analysis results of culture index by company as below. ① It is recognized that the "L" Company is being required to convert into strong achievement and support culture instead of current power and role culture, since existing and preferred culture indices of the company are -16.87 and 33.79 respective]y. ② It is considered that "C" Bank is desiring to be changed to role culture which emphasize rationality, rigidity and consistency, as existing and preferred culture indices of the firm are 9.43 and -13.8. ③ It is understood that the "S" Company should weaken the support culture on the one hand and strengthen role culture on the other hand, indicating existing and preferred culture indices are 11.32 and -19.61 respectively.
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