합병기업에서 지위, 출진조직정체성 및 조직문화유사성이 합병조직정체성에 미치는 영향

한영석 한국산업및조직심리학회 2008 한국심리학회지 산업 및 조직 Vol.21 No.1

본 연구에서는 합병상황에서 합병 성공의 지표로써 조직충성도, 이직의도, 조직냉소주의 및 이직의도의 조직효과성 변인을 설정하고, 합병기업과 피합병기업 구성원간의 인적자원 통합의 지표로서 합병조직정체성을 설정하였다. 그리고 합병조직정체성의 선행요인으로 출신조직정체성과 조직문화 유사성을 설정하고, 이들 관계에서 출신조직의 지위가 미치는 영향을 검증하였다. 이를 위해서 818명을 대상으로 지위, 출신조직정체성척도(한영석ㆍ서용원, 2004)와 조직문화 유사성척도, 합병조직정체성 척도 및 조직효과성 변인을 포함하여 이들 관계를 분석하였다. 연구 결과, 합병조직 구성원들의 지위가 피합병조직 구성원에 비해 상대적으로 높았으며, 또한 피합병기업 구성원에 비해 상대적으로 고지위 조직 구성원인 합병기업 구성원들은 출신조직정체성이 높을수록 합병조직정체성이 높았다. 반대로, 저지위 조직 구성원인 피합병기업 구성원들은 출신조직에 대한 정체성이 낮을수록, 조직문화 유사성이 높을수록 합병조직정체성이 높았다. 합병기업과 피합병기업 종업원 모두 합병 후 통합된 조직에 대한 정체성이 높을수록 조직효과성이 높았다. 마지막으로 본 연구의 한계와 제한점을 논의하였다.

소년란 (少年欄) : 어린녀승 (女僧) ( 불교사 (佛敎社) 불교 (佛敎) 제 35 호 , 1927 년 )

한영석 불교사(불교) 1927 불교사 불교 Vol.35 No.-

行政組織에 있어서의 補佐機關에 관한 硏究

韓榮錫 건국대학교 1987 學術誌 Vol.31 No.1

There may be installed subordinate linear organizations as well as assistant organizations in administrative organs in Korea. These two sorts of internal subordinate organizations may be understood to be analogous to the concept of "line and staff" in organization theory-concurrently public administration theory. This study is centered on staff officers system in fact which is a sort of assistant organization, because the staff officers system might be appreciated as the starting point of the concept of assistant organization which came into effect from 1970. The scope of this study will be restricted within the central administrative organs in Korea, that are board-ministerial level(Weon), ministry (Bu), agency or administration-ministerial level(Cheo), office-vice ministerial level(Cheong) and outer bureau (Guk). Government Organization Law and the pertinent orders and regulations, as well as public administration literatures and documents are the main referential data far this study. Some empirical knowledges and cognitions would be also utilized to dissect issues and develop argumentations. In the second chapter it is discussed what the assistant organization means and what differences it makes from the subordinate linear organizations. The assistant organization may be installed to assist directly its senior in planning policies, establishing carious plans and making research and survey, as prescribed by presidential decrees. We might well remember that staff agencies are typically charged with aiding the chief executive and line officials in developing and implementing plans and policies, whereas line agencies substantially deal directly with the public or their more limited clientele publics. The sorts and titles of assistant organizations could be elucidated as all the other internal subordinate organizations than the subordinate linear organizations. Titles of subordinate linear organizations are listed articulately in Government Organization Law. They are vice minister(Cha-Gwan) , deputy director-general(Cha-fang) , office director (Sil-Jang), bureau director (Guk-Jang) and division chief (Gwa-Jang). Therefore we may discriminate assistant ministers and staff officers as assistant organizations among internal subordinate organizations in the central administrative organs. Furthermore the staff officers may be grouped into three categories, i.e., planning and management officers (in vice ministerial offices), grade 2 and 3 staff officers (bureau director level) and grade 4 staff officers (division chief level). It is noteworthy that directors of planning and management offices in ministry and board are frequently entitled to subordinate linear organizations by some administration practitioners notwithstanding of that they must be as a matter of fact assistant organizations for theoretical and academic literatures. A deliberate discussion on this matter was presented intentionally. In the third chapter some aspects of development and progress of organization theory would be recalled and reviewed some arbitrarily. At first Max Weber's theory on bureaucracy was summarized briefly as a model of classical theory of organization. As we know, it is argued that Weber's writing on bureaucracy has influenced more importance than the sum total of the contributions which have been discussed up to the present. "Obedience not to the person who issues order but to the impersonal rule" might be a straightforward expression of underpinning belief of Weber's bureaucracy concept. Division of labor, systematized procedures and rules, clear hierarchy of offices, obviously specified functions, contractually appointed officials, etc., are the major defining characteristics of Weber's rational, legitimate bureaucracy. The theory is depended on the premise mainly that organizations could achieve their objectives most efficiently and effectively only when they would introduce and apply rationality and predictability in that they might overcome disorderliness and inefficiency. The theory has lots of such merits as precision, continuity, discipline, strictness and reliability, and they made it technically the most satisfactory from of organization. It had been so widely applauded until quite recently that the rational bureaucracy might be the most relevant method and system for maintaining and managing any organization, as it were, public or private. But it is the affairs of the world that any prescription can hardly be an everlasting nostrum. Max Weber himself was anxious about bureaucratic inefficiency and red tape when bureaucratzation should result in rule by officials. Moreover some even more critical arguments were raised about the rational bureaucracy in recent time. It is argued that the conditions of modern industrialized world will bring about the end of bureaucracy which emerged out of the organizational need for order and precision and the workers' demands for impartial treatment. The threatening factors to bureaucracy may be found in various fields of society while some writers emphasize a few ones among them. They are summarized bluntly in a phrase as rapid and unexpected change; as they speak, growth of population, complexity of organization and society, and advancement of knowledge and technology. In other words, traditional bureaucracy with its capacity for stability cannot cope with rapidly changing environment-constantly changing internal and external circum-stances of organization and society. Some prescriptions or complementary measures have been suggested by many scholars. New Public Administration in the late 1960s was an instance for that movement. Social equity, modified organization and public participation might be listed up typically as the essential propositions. Among others, "development bureaucracy" is designed to increase social change adjustment. They maintain public administrator should become change agent. "Organic-adaptive organization" is another instance, which takes its emphasis on rapidly changing temporary structures of modern organizations. In a word, they contend that "rigid structures" should be transferred to "flexible structures" for modern organizations to be viable in a turbulent environment. In the fourth chapter it is attempted to analyze and reconsider the assistant organizations in the light of the tendencies of organization theory developments. So to speak, some recommendations are to be sought as final argument. In any case, the introduction of assistant organization system itself in 1970 might be well recognized its validity. But as for its practical operations in real practices, there have not been merely affirmative effects. It might rather be said that there were much more anomalous misunderstandings and misuses for the timely introduced organizational system. It was the most notorious example among them that staff officers' system have been frequently abused, albeit unwittingly, for the means of expanding administrative organizations. Following proposals are suggested in connection with the above studied contexts. First, any abnormally administered assistant organizations should be reformed or readjusted coincidentally with the original purposes and forms. Second, grade 2-4 staff officers should be reorganized as analogous as the present assistant ministers on their roles and organizations provided of its installation only in indispensable occasions. Third, it would be more relevant to appoint contractually employed professionalists for assistant organization positions than national public officials of either general or special category. Finally, it is preferable that the official duties of staff officers might not be stipulated by administrative statutes in advance but be assigned and ordered directly by their seniors in accordance with the situational requirements. In conclusion we better remember that the practical operations of administrative systems should be appreciated in their significances as much as any adoption of institutional reformations and recommendations. *The titles of organs, organi3ations and official positions presented in this study are extracted from Government Organization Law translated by Korean government officially.

환경, 에너지 그리고 순환 : 포스터 ; 폐기물 열처리 및 배기가스 처리 : 하수슬러지 탄화물을 이용한 악취가스제거용 흡착제 제조

한영석,하수호,장상용,정종현,오광중 한국폐기물자원순환학회(구 한국폐기물학회) 2007 공동 학술대회 초록집 Vol.2007 No.1

하수슬러지 탄화물을 이용한 악취가스제거용 흡착제 제조

한영석,하수호,장상용,정종현,오광중 한국대기환경학회 2007 한국대기환경학회 학술대회논문집 Vol.- No.-

셀프리더십의 성별차이 및 대학생활 효과성에 미치는 영향

한영석,김명소 한국여성심리학회 2010 한국심리학회지 여성 Vol.15 No.2

The purpose of the present study was to (1) examine gender differences in self-leadership and (2) investigate the relationship between self leadership and the various criteria of college life effectiveness such as basic occupational competencies, college life satisfaction, grade, and leadership. The Korean version of the RSLQ(Revised Self-Leadership Questionnaire) composed of 9 strategies as well as measures of college life effectiveness were administered to samples of 890 college students in Seoul, Kyungido, and Choongchungdo. The results of latent means of analysis indicated that there was no gender differences on the general level of self-leadership. However, female students showed higher level of self-leadership than male students on self-reward, self-punishment, self-cluing, and constructive thought pattern strategies, while the level of natural reward strategy was higher for male students than females. Self-leadership was significantly related to all of the college life effectiveness variables. In particular, self-leadership showed very high correlation(r=.53) with basic occupational competencies and college life satisfaction for female students. For males, general leadership was the criterion of college life effectiveness that showed the strongest relationship with self-leadership(r=.44). The results of multiple regression analyses demonstrated that different strategies of self-leadership were the significant predictors for college effectiveness variables for males and females. Finally, the limitations and future direction of the present study sere discussed.

大法院判例紹介

韓永錫 법조협회 1978 法曹 Vol.27 No.4

소년란 (少年欄) : 사랑하는 어린이들에게 ( 불교사 (佛敎社) 불교 (佛敎) 제 33 호 , 1927 년 )

한영석 불교사(불교) 1927 불교사 불교 Vol.33 No.-

독림가가 (篤林家) 바라는 국가산림시책

한영석 한국임학회 1982 한국임학회 심포지엄 Vol.1982 No.-

합병기업에서 출신조직정체성이 정체성관리전략에 미치는 영향

한영석,서용원 한국산업및조직심리학회 2004 한국심리학회지 산업 및 조직 Vol.17 No.3

본 연구에서는 합병기업에서 전형적으로 나타나는 합병된 두 조직구성원의 갈등과 편견을 설명하기 위해 Tajfel(1978, 1982)이 제안한 사회정체성이론에 근거를 두고 사회구조요인과 출신조직정체성 수준에 따라서 출신조직정체성관리전략이 달라진다는 가설을 검증하였다. 먼저 합병기업에서 출신조직에 대한 사회정체성과 정체성관리전략을 측정하기 위해서 491명의 합병기업에 근무하는 종업원을 대상으로 실시한 조사를 통해, 출신조직정체성에서는 집단자존심, 집단동일시, 집단몰입의 세 요인들로 구성되는 척도를 제작하였고, 정체성관리전략에서는 개인화전략, 동화전략, 적대행동전략, 내집단우월추구전략의 네 요인들로 구성되는 척도를 제작하였다. 이들 네요인은 전략의 성격에 따라 개인화전략 동화전략은 개인전략으로, 적대행동전략과 내집단우월추구전략은 집합행동전략으로 묶어 본 연구의 가설을 검증하였다. 출신조직정체성의 세요인과 정체성관리전략의 네요인은 327명의 다른 합병기업 종업원을 대상으로 한 확인적 요인분석결과도 만족할만한 부합도 지수를 보였다. 합병상황에서 합병을 한 조직구성원이 합병을 당한 조직구성원에 비해 상대적으로 지위가 높다고 지각하였다. 또한 합병상황에서 상대적으로 지위가 높다고 지각한 고지위 조직구성원들은 자신들의 현재 높은 지위가 합법적이고 안정적이고 지각할수록 출신조직정체성이 높았고, 개인전략을 적게 사용하였고, 집합행동전략은 많이 사용하였다. 반대로 상대적으로 지위가 낮다고 지각한 저지위 조직구성원들은 자신들의 현재 낮은 지위가 합법적이라고 지각할수록 출신조직정체성이 낮았으며, 개인전략을 많이 사용하였다. 마지막으로 지위차이에 관계없이 출신조직정체성이 높을수록 개인전략은 덜 사용하였고, 집합행동전략을 많이 사용하였다.