신행정 수도건설 추진체제에 있어 효과적 전략요소 접근법: 손자병법의 5사7계론을 중심으로

오열근 한국행정사학회 2003 韓國行政史學誌 Vol.13 No.-

官僚制와 疎外에 관한 硏究 : 疎外의 源泉을 中心으로 Focused on the Source of Alienation

吳烈根 단국대학교 1987 論文集 Vol.21 No.-

The concept of bureaucracy is viewed as a series of dimensions, each in the form of dimensions. But if bureaucracy regarded as a multidimensional concept, the identification of bureaucratic structure becomes more complicated. That is why in this paper, the writer has defined the bureaucracy as twofold aspect of it. Two dimensions of bureaucracy are the rationalization of the administrative process and the power environment of bureaucracy. In the field of the industrial bureaucracy and its public, "rationalization" refers to the substitution of learnable rules of procedures for the exercise of individual caprice. One of the most important of it is the problem of the impersonalization of human relations within the organization. This involves behavior in which the individual uniqueness of people or their problem ignored and they are treated as "cases," "problems," or "things." And then, the problem of power has been expressed itself in the following words. That is, it forms the foundation of bureaucracy. The writer's reason is that power-authority becomes mobilizing factor of Hard Organizations (HO). Moreover, we find to be so because we think the very core of HO is bureaucracy. Now, contemporary society places a heavy burden upon organization man to adapt to a large, complex, and impersonal bureaucratic environment. For a substantial number of the members of modern organizational society this burdern has become the source of pervasive feelings of estrangement now fashionably termed "alienation." In other words a major cost of bureaucracy is employee alienation. Members perceive the impersonality of the organization as creating distance between them and their work. As a "cog in the wheel", it is frequently difficult to feel committed to the organization. High specialization and instrumentalism further reinforce their feelings of being irrelevant. As a result of the efficiency orientation, unorganized bureaucratic clients and lower-level employees are sometimes treated as mere objects to be administered. The routinized, impersonal, custodial administrative situation can stifle the creativity and sense of efficacy of both the administrator and the recipient of social services. The next thing we must mention is the problem in power-authority and alienation. To use power, to overcome resistence, entails the generation of some resisitence. The resistence takes many forms and has many expressions. The term which most inclusively describes the various kinds of resistence is "alienation". It increases when power is exercised, adding to alienation which has other sources. For instance, the application of power is expected to increase the distance between the members of HO and the fruits of their labor, render their social world less meaningful, and make the social structure less responsive. And authority is defined as legitimate power-that is, power that is used in accord with the subject's values and under conditions they view as proper. But legitimation and satisfaction(or alienation) are not to be confused. The reason why that is to be so is that the former is concerned with emotional desires, the latter with rational values. In conclusion two kinds of alienation-resulted from the impersonalization of bureaucracy within HO and the outcome of the use of power-are inevitable.

地方公私의 自律性에 관한 硏究 : 그 問題點과 確保方案을 中心으로 Focused on Issues and Problems in Autonomy and Means to Solve Them

吳烈根 단국대학교 1995 論文集 Vol.29 No.-

The focus of this study is authomy in Korea local public enterprise. Its primary purpose is to review the problems in autonomy and to search for measns to solve them. Besides, this paper classifies autonomy into five types, namely, political, administrative, financial, personnel, and legal autonomy. The results thus obtained are summarized as follows. (1) As focus public corporation has an organization independent of other entities, It is important to eliminate the political interference of central government. Therefore, it is the greatest political autonomy that should be guaranteed by the appointment of local public corporation's president through the approval of the local assembly instead of the home affairs minister and the introduction of staggering term system in executive's period. (2) The directors' meeting is often referred to as 'the body of personal right'. And consequently, it should be separated from the home affairs minister and establishment body's chief. (3) The self-supporting accounting system means financial autonomy. It is the important way to assure the financial autonomy that local government corporation takes the minimum of public profits into account. (4) Local public corporations's staff is usually excluded form the application of the National Public Service Law. So I am of the opinion that personnel autonomy is devised through the the recruitment of the personnel by the open competition examination, the development of traning techniques for the staff, the prohibition of the dispatch of the retired official into the pertinent corporation, and so forth. Furthermore, the right to independent association, collective bargaining and collective action of the staff may be restricted by law only when necessary for national security, the maintenance of law and order or for public welfare. Even when such restriction is imposed, no essential aspect of the right shall be violated. (5) The deregulation of the executive branch for the establishment of public enterprise and the simplication of formalities of incorporation are the essential parts of legal autonomy. (6) The control at our corporation should be relaxed. The relaxation of control should be not geared to the laissez-faire and the comprehensive supervision should be excluded within the limits of the possible. Finally, contiued research in the autonomy of local government corporation may provide insights for the development of an alternative model for improving the display of company's effeciency.

組織의 慣性과 組織間關係

오열근 단국대학교 행정대학원 1995 檀國行政論叢 Vol.3 No.-

Clegg의 組織權力論 : 英國系의 權力論

吳烈根 단국대학교 행정대학원 1993 檀國行政論叢 Vol.2 No.-

硬性組織(HO)과 軟性組織(SO)의 模型構築에 관한 硏究 : P. B. Clark와 J. O. Wilson의 「誘因組織理論」의 吟味를 中心으로

吳烈根 단국대학교 행정대학원 1992 檀國行政論叢 Vol.1 No.-

現代行政에서의 管理的 리이더쉽理論 : 리이더의 行態를 中心으로 Focused on the Leader Behavior

吳烈根 단국대학교 1984 論文集 Vol.18 No.-

This paper may be summarized as it stared, namely, that leadership is a function of the leader, the followers, and the situation. The path to this understanding of leadership has been long and filled with contradictions. However, signifiticant insights have emerged and the leadership process has been brought into clearer focus. The "great man" with unigue traits is no longer considered a tenable approach to leadership. However, the leader's behavior, skills, knowledge, and values are known to be important factors in the overall leadership process. The demands made upon such characteristics very from on situation to another. In spite of the differences in terminology used, out of the research on leadership two basic and important dimensions of supervisory behavior emerge; one emphasizes task performance, one emphasizes satisfying individual employee needs. Figure Ⅴ-1 shows the similarity between the different approaches to leadership behavior described in this paper. Additionally, because investigations of leadership style have failed to consider significant factors such as the structure and nature of tasks, the needs and abilities of the group members, and the superior, such omissions have frequently led to different interpretations of leadership effectiveness. Finally, the examination of leadership has tended to focus upon the situation. There is no one right or best way of leading. Whether the leader is autocratic or democratic in decision making is dependant upon numerous factors. Each is appropriate under certain conditions. The path toward a goal for a work group is made easier by the leader's behaving in a manner that provides what the situation dictates is necessary. This requires a high degree of sensitivity and flexibility on the part of the leaders.

組織人의 主體性과 忠誠心에 관한 硏究

吳烈根 단국대학교 1989 論文集 Vol.23 No.-

현대조직론의 분석 틀

오열근 단국대학교 정책과학연구소 2003 정책과학연구 Vol.13 No.1

21세기 리더의 길: 노자의 선비론

오열근 한국행정사학회 2012 韓國行政史學誌 Vol.30 No.-

이 연구는 노자 도덕경 15장의 선비론을 검토하고 있다. 노자는 오늘날 행정학에 있어서 반근원주의적 윤리관에 근거하고 있다. 또한, 그는 포스트모더니즘적 윤리관을 제창하고 있는 것이다. 그의 선비에대한 관점은 세 가지, 즉 양가성, 종용성, 그리고 중도성으로 요약할 수 있다. 첫째, 양가성 : 옛날의 선비는 미묘하고 깊어서 그 깊이를 알 수 없다. 그러나 억지로 표현한다면, 겨울에 강을 건너는 코끼리와같이 둔중하고 개와 같이 신중하다. 둘째, 종용성 : 선비는 통나무와 같이 돈후하고, 그 마음은 비어서골짜기와 같으며, 그 마음은 웅덩이처럼 탁한 것 같다. 셋째, 중도성 : 선비는 웅덩이의 탁함을 고요히진정시켜 그것을 맑게 할 수 있으며, 그리고 그는 능히 안정된 것을 오래 움직여 천천히 생겨나게 할 수있다. 이러한 道를 가지고 있는 선비는 가득 채우기를 원하지 않는다. 그리하여 낡아도 능히 새롭게 이루지 않는다. This paper has examined a scholar theory of Lao-tzu based on the Postmodern ethic which is anti-foundational ethics in public administration. We can summarize his theory in three points : duality, letting-be, and middle road. First, duality. The scholar in antiquity is subtle and profound. His depth cannot be known. It is only because he cannot be known that therefore were I forced to describe him we can say: He is hesitant like someone crossing a river in winter. And he is undecided as though in fear of his neighbors on all four sides. Second, letting be. He is genuine, unformed like uncarved wood. He is broad and expansive like a valley. Third, middle road. And he is merged, undifferentiated like muddy water. If a scholar take muddy water and still it, it gradually become clear. If he bring something to rest in order to move it, it gradually comes alive. The learned man who preserves this Way does not desire to be full. Therefore he can wear out with no need to be renewed.