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해방 이후 한국 교육정책 및 제도의 진단과 재설계방안 탐색
주철안 부산대학교 교육발전연구소 2016 교육혁신연구 Vol.26 No.1
The purpose of this study was to diagnose and redesign Korean educational policy and system after its liberation. Based upon prior literature, it examined bright and dark aspects of Korean educational development, diagnosis & solutions of Korean educational problems. Specifically, it analyzed major characteristics of Korean educational policies and systems in terms of governmental policies, educational goals, educational system, & policy process, school system. The findings of the study were as follows: First, it proposed re-conceptualization of educational ideal which underlies the foundation of educational policies. Second, it proposed the strengthening of character education, self-autonomous life skills, democratic citizenship, ecological education etc. as educational ideals and goals for sustainable society. Third, it proposed healthy educational policy ecology, learning network of schools, collaboration of schools at different levels, collaborative governance among central governmental departments, and among central government, local government, teachers' associations etc. Fourth, it also proposed improvement of competitive educational climate, integration of early education and nursery education systems, providing education service for student outside of formal school system, etc. 본 연구는 해방 이후 한국 교육정책 및 제도를 진단하고, 이를 개선하기 위한 재설계 방안을 탐색 하였다. 이를 위하여 먼저 해방이후 한국교육의 진단과 해법에 대한 주요 선행 연구내용을 검토하였 다. 한국 교육정책 및 제도를 분석하기 위한 기준으로 정부의 주요 교육정책, 교육정책의 주요 이념, 교육정책의 체제 및 정책과정, 학교제도로 설정하여 분석하였다. 지속가능한 사회의 개념과 사회 환 경의 변화에 따른 미래교육의 모습에 대한 논의를 기초로 지속가능한 한국사회를 위해 탐색된 재설 계 방안으로서 첫째, 교육적 문제의 핵심적 쟁점으로 부각되는 주요 교육이념의 재개념화 작업이 필 요하다. 둘째, 교육실제를 실질적으로 이끌어가는 교육목표로서 인성교육, 자주적인 생활능력의 함양, 민주시민교육, 생태교육의 강화 등이 제시되었다. 셋째, 교육정책체제 및 과정에서는 건강한 교육정책 생태계의 형성, 학교의 학습네트워크화, 학교급간의 연계, 교육정책 수립 및 집행과정에서의 중앙정부 부처간 그리고 중앙정부와 지방정부의 협력적 거버넌스, 국가교육위원회(가칭)의 설치 등이 제안되었 다. 넷째, 교육제도의 재설계로서는 학력경쟁 위주의 교육풍토 개선 및 건강한 교육열 생태환경 조성, 유아교육과 보육체계의 통합, 정규학교 밖의 학생을 위한 교육서비스 방안 등이 지적되었다.
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학과 중심 행정체제 수립을 위한 행정인력 배치에 관한 연구
주철안 釜山大學校 敎育硏究所 1995 敎育硏究 Vol.5 No.1
This study is to analyze job content and work load of administrative staff of Pusan National University in order to raise the efficiency of the university administration. The research adopted the daily job description method. For the daily job analysis, offices at three levels, university, college, and department, were selected. Administrative staff from those offices reported their work load for a month. Contained in the reports were the description and time length of the job. In addition, a survey method was adopted to examine subjects' view of the job. There were 332(52.78%) respondents out of 629 employees. 1. The major findings from survey questionnaires to Pusan University administrative staff are as follows. 1) Average daily work load is about 472 minutes which includes 300 minutes for dealing with formal letters, 102 minutes for meetings and field sites. 2) Average number of official trips out of city is 4.4 times per year. The average length of official trips is 3.88 days. Average number of official trips within the city is 3.023 times per month. The average length of official trips is 5.162 hours. 3) 55% of respondents worked at night or at home because of work load. The overwork averaged 4 days per month. 4) 70% of respondents pointed out that work load changed over the months. While work loads were high in December, January, February, and March, work loads were low in May, June, July, August, and April. University work was centered around the end as well as the beginning of the year because of university entrance examinations and preparation of the new semester. 5) 60% of respondents noted that the deadline of dealing with official letters is short. The three steps of the official letter procedure could be reduced for time saving. 6) Administrative staff favored the ideas of a management information system using computer, manpower rearragement based upon job anaysis, providing educational opportunity for job performance, and change of work procedures (from three steps to two steps, university office and department office) for administrative efficiency. 7) For efficiency of administration 48% of respondents favored strengthening of department offices instead of the reorganization of the university administration offices. For the support of department offices respondents favored a computer management system(52%) and assignment of administrative staff to department offices (36%). 2. The findings from job analyses using daily work load descriptions are as follows. I) the university wide office At H office the number of administrative manpower has been reduced from 15 in 1992 to 10 in 1995. It was found that there were still extra manpower of 0.28 person at H office. Work load at middle and upper level of difficulty had increased. This fact should be noted when considering manpower rearrangement. 2) the college office At S office there were 1.37 extra manpower which were distributed evenly among the levels of work difficulty. 3) department offices It was found that there were 0.813(G department), 0.479(0 department), 0.516(K department) in extra manpower. Compared with other offices, there were more extra manpower in department offices than in H university wide office, but fewer than in S college administrative office. 3. The research results suggest that the assignment of support staff to deparment offices as well as computer based management system is very important because of rapid increasing work load in department offices. The results also suggest that the rearrangement of support staff from college administrative office to department office would be desirable. Finally, at the university wide offices the support staff should be rearranged considering the work load of each office.
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