멘토링을 통한 교육행정직 공무원의 직무능력 향상방안에 관한 연구 = (A) study on development of educational administration officials through mentoring

다국어 초록 (Multilingual Abstract)

The Ministry of Education with its new name of The Ministry of Education and Human Resources reorganized the system in 2001. It was caused by the contemporary need for the national life-long education from the school education in the 21st knowledge-based and information age and the importance for the human resource in many parts of society.
So, recently, many conglomerates such as Samsung SDI, Samyangsa, and ForceData introduced and gave effect to Mentoring.
According to the past researches, the officials of Jeolla Province have been stressed out from the heavy task and lack of social support and they even thought of moving into other occupations. There is not enough training for the newly employed( 3 weeks) and supplementary courses to improve themselves.
This research aims at promoting the officials' functions through the effective and practicable mentoring with the recent basic analysis of OJT-Mentoring from the companies.
A mentor is the person who helps the monger grow continuously to realize their goals.
A monger is defined as the newly entered staff of the organization that gets help from mentor, and the interaction between them is mentoring.
It is certain that this research has some limitation for the general conclusion because it was conducted with the sample personnel in Namwon and the 6 object people including the researcher didn't have any specialty in mentoring.
Those companies that introduced mentoring carried out it with systematic and cautious plan and the CEOs' supports. However, public organizations, with private efforts as seen in the case of the elementary school in Seoul.
This was conducted in two ways. The first one is the mentoring between the researcher (as a mentor) and the three mongers during 6 months and the second mentoring is between the newly staff and 3 experienced mentors in the same work place during the same period.
The mentor (the researcher) mentored the mengers through phone, fax, e-mails, massenger, physical activities and conversation and then sent the report letters about the mentoring to them four times.
As a result, the monger lowered nervousness, widened reciprocal relationship, learned the task systematically and then came to persue the higher ideal.
That is, the menger was given the supporter for the stable function. And the mentor had the opportunity to reflect and have responsibility.
Moreover, he improved the leadership and got to understand the younger generations.
With the proper condition for mentoring such as consistent training courses, financial aid, and reinforcement, mentoring will be the alternative solution for the both of personal and organizational development and contribute the functional improvement in the educational administration community.

목차 (Table of Contents)

• 목차
• Abstract = ⅰ
• Ⅰ. 서론 = 1
• 1. 연구의 필요성 및 목적 = 1
• 2. 연구의 내용 = 3
• 3. 용어의 정의 = 3
• 4. 연구의 제한점 = 6
• Ⅱ. 이론적 배경 = 7
• 1. 맨토링의 기원 = 7
• 2. 멘토와 유사개념과의 구별 = 8
• 3. 멘토의 자격과 역할, 특성 = 10
• 4. 멘토링 도입·실시사례 = 12
• 가. 포스데이타 = 12
• 나. 삼양사 = 22
• 다. 서울 송천초등학교 = 30
• 5. 선행연구의 고찰 = 35
• Ⅲ. 멘토링 실시 및 연구분석 결과 = 37
• 1. 멘토링 대상자 선정 = 37
• 2. 실시 방법과 결과 분석 = 38
• 3. 멘토링 실시 결과의 시사점 = 70
• Ⅳ. 멘토링 실행 방안 = 71
• 1. 멘토링 실행을 위한 기본방향과 준칙 = 71
• 2. 멘토링 실행방안 = 73
• 3. 멘토링 정착을 위한 조건 = 78
• Ⅴ. 요약 및 결론 = 80
• 1. 요약 = 80
• 2. 결론 = 84
• 3. 제언 = 85
• 참고문헌 = 87
• 부록 = 89