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- 저자 : 장지원(Chang Gee Weon) (검색결과 6 건)
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장지원,문신용 한국행정연구원 2004 韓國行政硏究 Vol.13 No.1
국내의 행정정보공개제도는 국민의 알권리 보장과 행정의 투명성을 높이기 위해 1990년대 중반이후 법제의 정비가 이루어 지고 이에 따라 공개율이 향상되는 등 외형상의 진전을 보여왔다. 그러나 여전한 행정관료주의 및 미흡한 인식 등으로 인해 운영상 그리고 제도적으로 개선의 여지가 여전한 것 또한 사실이다. 특히 인터넷 사용의 폭발적 증가 등 정보화시대에 걸맞는 정보화공개제도의 도입과 시행이 요청되고 있으며, 그 동안의 정보공개제도의 운영에 대한 보다 객관적인 점검과 평가를 통해 문제점을 분석하고 개선하는 작업도 필요로 한 시점이다. 본 논문에서는 현재 시행되고 있는 행정정보공개제도의 운영현황 및 문제점을 여러 측면에서 살펴보고, 나름대로 관련되는 요인들을 분석해 보았다. 행정정보공개제도의 실증적 분석을 위해 정보공개청구 및 처리현황을 비롯하여 청구방법, 사용목적, 비공개사유, 기관특성별 현황을 살펴보았고, 관련 변수들간의 상관분석과 희귀분석을 실시하였다. 행정정보공개제도의 활성화를 위해서는 국민이 가장 편리한 방식으로 공공정보에 접근할 수 있어야 하며, 이를 위해서는 인터넷 등과 같은 정보통신기술을 통해 청구로부터 공개까지 즉 정보공개의 전 과정이 전자화 되어 제대로 수행되도록 제도적 보완책을 마련하고, 사용자인증 및 보안 관련 기술 등의 개발과 적용이 이루어져야 할 것이다.
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진종순(Jin Jong Soon),장지원(Chang Gee Weon) 한국부패학회 2009 한국부패학회보 Vol.14 No.1
In general, a small government is considered to lower the level of corruption by reducing the possibility of government interference in a market. However, is this understanding always right? The level of corruption could be raised when there is budget cut without changing the government structure. In other words, if the business processes have not been improved, we cannot expect that the level of corruption will be changed. The customers who still need complicated application processes would look for a short cut to reduce the waiting time. The necessity of looking for the short cut would be heightened because of the smaller number of windows. This study compares and analyzes the relationship between the size of government and the level of corruption of the Kim, Dae-Joong Administration(1998-2002) with Roh, Moo-Hyun Administration(2003-2007). In the study, we find the small government pursued by the Kim, Dae-Joong Administration performed streamlining the structure of the government. Furthermore, the study focusing the relationship between the size of government and the level of corruption can also evaluate the effectiveness of the government reform.
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장지원(Gee-Weon Chang),김석은(Seok-Eun Kim) 서울행정학회 2007 한국사회와 행정연구 Vol.17 No.4
This article intends to identify a set of factors affecting innovation in consolidated government agencies. Using Pascale and Athos (1981)’s 7S model, a survey was designed and administered to three consolidated agencies in central government?Ministry of Finance and Economy, Ministry of Construction and Transportation, and Ministry of Government Administration and Home Affairs. The results showed that leadership appears to be the major factor affecting innovation and followed by strategy, management system, and organizational staff. However, no significant impacts were found in organizational structure, employees’ shared values, and innovation management skills. Implications and future research directions are suggested as a conclusion.
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장지원(Gee-Weon Chang),진종순(Jongsoon Jin) 서울행정학회 2006 한국사회와 행정연구 Vol.17 No.3
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.
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