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공공문화공간 운영의 현황과 과제: 전문인력 활용방안을 중심으로
용호성(Yong Hoseong) 한국예술경영학회 2001 예술경영연구 Vol.1 No.-
Most local governments have established regional arts centers, including museums and performing arts centers. These centers have not been managed by professional arts managers, but by local government officials who have no specialized arts management knowledge and skills. As a result there have been heavy debates on their specialty and effectiveness on managing the centers. I think they need to reform their human resource management system for better cultural service. My specific suggestions are as follows ; ㅇ Introducing of cultural specialist system ㅇ Partnership with research institutions of universities ㅇ Transforming to government agencies or foundations ㅇ Internship and volunteer system ㅇ Compulsory hiring of professional arts managers
용호성(Yong Hoseong) 한국예술경영학회 2004 예술경영연구 Vol.5 No.-
Organizing is a critical function of management and makes clear what everyone is to do, who is in charge, channels of communication, and resource allocation. Strategic planning for organizing is important to design an effective organization for the Chunchon Animation Museum. The museum is a collection of people in a division of labor who work together for the mission statement of the organization. Organizational chart of the museum provides a map of the organization’s formal structure. The museum can be designed to use functional structures. The museum has social systems that define a distinctive culture for the organization. The governing managers should be careful of this aspect of the organization. The staffing process can be broken down into four major processes: job analysis, job description, recruitment and selection, and orientation and training. Job design for the museum helps integrate the staffing plan with specific job responsibilities and duties. The volunteer management system is important for the long-term development of the museum and an effective human resource management.
용호성(Yong Ho Seong) 한국예술경영학회 2010 예술경영연구 Vol.17 No.-
이 글은 최근 관심이 높아지고 있는 예술조직의 재원조성을 다루고 있다. 우선 예술조직에서 왜 재원조성이 중요한가에 대한 이야기로 시작하여 민간 공연예술단체의 경영환경 변화에 대해 내부와 외부 환경으로 나누어 설명하였다. 주요한 내부환경으로는 1)예술조직의 다양한 존재 형태, 2)재원조성 전문인력의 부재와 대표에 대한 과도한 의존, 3)연례재원조성의 부재와 재무관리의 불투명성, 4)체계적인 관객 개발과 후원자 육성의 미흡 등이 있다. 주요한 외부환경에 대해서는 1)정부와 공공기관, 2)기업과 재단, 3)개인 등으로 나누어 살펴보았다. 다음으로 연차보고서를 통해 예술조직의 재원조성 현실에 대해 살펴보았다. 여기서는 예술경영지원센터에 의해 연차보고서 작업이 지원된 바 있는 SBT, 들소리, 트러스트무용단, 뛰다, 문화프로덕션 도모, 니르바나필하모닉오케스트라, 안성수 픽업그룹 등 7개 단체의 재원구조를 분석하였다. 마지막으로 재원조성 활성화를 위한 방향으로, 첫째, 예술조직의 재정적 투명성의 확보, 둘째, 예술지원 활성화를 위한 조세제도 마련, 셋째, 예술조직의 재원조성 활동에 대한 전략적 지원, 넷째, 예술조직 중심의 지원 확대, 다섯째, 재단제도의 획기적 개편 등을 제시하였다. The purpose of this thesis is to suggest new fundraising strategies for arts and cultural organizations in Korea. For this purpose, I described the importance of fundraising in arts organizations and analyzed changing environments of arts organizations as follows: 1) diverse legal forms of arts organizations, 2) lack of fundraising staff members, 3)dependency on CEOs, 3) financial non-transparency, 4) weak strategies for audience development and donor cultivation. In addition, I reviewed key trends of several funding sources, including the government and public foundations, businesses and private foundations, and individuals. Next, I analyzed current financial situations of seven arts organizations with their annual reports. which are Seoul Ballet Theatre, Dulsori, Trust Dance Company, Tuida, Domo, Nirvana Philharmonic Orchestra, and Sungsoo Ahn Pick-Up Group. Finally, I suggested new fundraising strategies for arts organizations as follows: 1) transparency of financial management, 2) tax reform to promote private giving, 3) strategic government policy for fundraising campaigns of arts organizations, 4) long-term support for arts organizations, 5) reform of Korean foundation system.