KBS의 변화, 그 현황과 과제 = The change of KBS, its current state and task

다국어 초록 (Multilingual Abstract)

This study explores the background, process and effect, and current state and
task of the restructuring KBS carried out this August. KBS restructured itself largely
centering on introducing team management system and adjusting the roles of
regional network stations. While the former was to change the bureaucratic
hierarchic structure of KBS to a flatter one, the latter was to abolish seven regional
stations which had been transmitting only radio broadcasts. As the result of
restructuring, over nine hundred executive members lost their posts and the
number of departments became far fewer than before. The change of KBS
reflected the external demands to be more efficient and the internal desires to
become more agile and less bureaucratic. As the range and scale of the restructure
was large, KBS now takes complementary measures to minimize the impact on the
staff. To secure the intended purpose of the change, the management needs to
increase social interactions among employees and encourage commitment to
shared corporate goals. The change of KBS should be directed to provide good
programmes in behalf of licence payers. As long as KBS is a public service
broadcaster and is financed by licence fee, licence payers are entitled to ask KBS
to be cost-effective, to reflect every opinion and every region equally and to
concentrate on the types of programmes which would not be provided by
commercial broadcasters. In this sense this restructuring of KBS is not an end but
a beginning.

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