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조직문화와 조직효과성간 관계 : 리더십의 조절효과를 중심으로

조직문화와 조직효과성간 관계 : 리더십의 조절효과를 중심으로

자료유형
학위논문
개인저자
김주현
서명 / 저자사항
조직문화와 조직효과성간 관계 : 리더십의 조절효과를 중심으로 / 김주현
발행사항
서울 :   고려대학교 경영정보대학원,   2010  
형태사항
iv, 97 p. : 삽화, 도표 ; 26 cm
기타형태 저록
조직문화와 조직효과성간 관계   (DCOLL211009)000000025628  
학위논문주기
학위논문(석사)-- 고려대학교 경영정보대학원 : 조직관리전공, 2011. 2
학과코드
0510   6K04   89  
일반주기
지도교수: 김문석  
서지주기
참고문헌: p. 77-86
이용가능한 다른형태자료
PDF 파일로도 이용가능;   Requires PDF file reader(application/pdf)  
비통제주제어
산림항공본부 , 조직문화 , 변혁적 리더십 , 조직시민행동 , 조직효과성 , 거래적 리더십 ,,
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900 1 0 ▼a 김문석, ▼e 지도교수
900 1 0 ▼a Kim. Ju Hyun, ▼e

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No. 원문명 서비스
1
조직문화와 조직효과성간 관계 : 리더십의 조절효과를 중심으로
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No. 소장처 청구기호 등록번호 도서상태 반납예정일 예약 서비스
No. 1 소장처 학술정보관(CDL)/B1 국제기구자료실(학위논문)/ 청구기호 0510 6K04 89 등록번호 163055008 도서상태 대출가능 반납예정일 예약 서비스 B M
No. 2 소장처 학술정보관(CDL)/B1 국제기구자료실(학위논문)/ 청구기호 0510 6K04 89 등록번호 163055009 도서상태 대출가능 반납예정일 예약 서비스 B M
No. 3 소장처 세종학술정보원/학위논문실/ 청구기호 0510 6K04 89 등록번호 153059989 도서상태 대출가능 반납예정일 예약 서비스
No. 소장처 청구기호 등록번호 도서상태 반납예정일 예약 서비스
No. 1 소장처 학술정보관(CDL)/B1 국제기구자료실(학위논문)/ 청구기호 0510 6K04 89 등록번호 163055008 도서상태 대출가능 반납예정일 예약 서비스 B M
No. 2 소장처 학술정보관(CDL)/B1 국제기구자료실(학위논문)/ 청구기호 0510 6K04 89 등록번호 163055009 도서상태 대출가능 반납예정일 예약 서비스 B M
No. 소장처 청구기호 등록번호 도서상태 반납예정일 예약 서비스
No. 1 소장처 세종학술정보원/학위논문실/ 청구기호 0510 6K04 89 등록번호 153059989 도서상태 대출가능 반납예정일 예약 서비스

컨텐츠정보

초록

                             국문 초록 
 최근 기후변화, 녹색성장 등 국내외 여건 변화로 산림부문의 역할은 날로 커져가고  있다. 산림은 경제적인 기능뿐만 아니라  환경적, 문화적, 생태적 기능을 발휘하는 소중 한 자원으로 전국토의 64%가 산림인 우리나라 경우 국가적으로 매우 중요한 자산이 이라고 할 수 있다. 또한 1992년 리우환경개발회의(UNCED) 이후 산림은 세계적인 관심사항으로 산림청은 시대적 소명을 이행하기 위해 산불진화와 항공방제로 산림을 지키고 보존하는데 헬기는 더욱더 중요한 비중을 차지하게 되었다. 산림항공본부는 1971년 4월1일 산림청 항공대로 출범하여 40년여 동안 조직과 인력, 항공기 보유 등에서 큰 발전을 하여 왔으며 최고의 기술과 인력을 갖춘 국내 최대 헬기운용기관으로 거듭나기 위하여 어려운 여건 속에서도 조직 확대와 임무수행의 질적 향상을 위해 노력해 왔다. 그럼에도 불구하고 계속 발생되는 사고를 예방 하기위해 그동안 국가기관이라는 울타리 속에 안주했던 관행으로부터 탈피하고 지속성장 가능한 운영시스템을 구축하는 것이 필수적이라고 할 수 있다. 미래를 위해 지금까지의 직무수행형태와 시스템, 기타 전 분야에 걸쳐 변화가 필요하며, 이런 변화에 사전대응과 준비를 하지 않는다면 언젠가는 위기가 닥칠 수도 있을 것이다. 따라서 능동적이고 선제적 변화를 통해 위기극복과 안정된 미래를 확보할 것인지, 아니면 현실에 안주하며 상황에 따라 수동적으로 적응하며 따라갈 것인지 선택의 기로에서 현재 조직 환경이 위험하고 갈등이 깊을수록 운영의 중심 역할을 하는 조직문화와 리더십이 중요하게 여겨진다. 그 이유는 비행업무에 관계되는 여러 이해 관계자들간 갈등과 위기관리가 적절치 못한다면, 단순항공사고로 끝나는 것이 아니라 소중한 생명과 수백억의 장비가 손실되고 조직에 부담이 되는 일까지도 발생하기 때문이다. 따라서 조직의 안전과 목표를 달성하기 위해서는 무엇보다 내부적으로 구성원에 대한 비전을 제시하고 그들 스스로 만족 및 몰입할 수 있는 분위기 관리 관점에서 접근한 새로운 리더십이 요구된다.

  본 연구의 목적은 조직문화가 조직유효성에 미치는 영향과 이에 리더십의 조절효과를 알아보는데 있으며 이러한 연구목적을 달성하기 위해 두가지 연구문제를 초점으로 연구하였다. 첫째는 조직문화유형이 조직효과성에 미치는 영향에 대해 검증하고자 한다. 둘째로 조직문화유형이 조직효과성과 관계에 있어서 리더십이 조절효과가 있는지 규명하고자 한다. 
또한, 본 연구는 다음과 같은 세가지 관점에서 기존의 연구와 다른 특징을 가지고 있다. 첫째, 연구대상으로 공공성을 가진 국가기관인 산림항공본부를 대상으로 함으로써 기존  다른 조직유형을 대상으로 한 연구결과와 비교 분석 할 수 있다. 둘째, 조직문화와 조직효과성 간에 있어서 항공분야의 미흡한 연구과제인 리더십의 조절효과를 검증해 본 다. 셋째, 조직효과성에 대한 행태론적 측면에서 조직시민행동을 측정함으로써 조직문화가 조직효과성에 미치는 영향을 보다 세밀하게 분석하는데 의미가 있다.

본 연구는 산림항공본부 직원을 대상으로 설문조사를 실시함으로서 연구에 필요한 자료 를 수집하였다. 연구 분석방법으로는 통계패키지인 SPSS V12.0를 통해 빈도분석, 신뢰 도 분석, 요인분석, 상관관계분석, 다중회귀분석 및 계층적 회기분석을 실시하여 나타난 연구결과를 요약하면 다음과 같다.
첫째, 조직문화유형이 조직효과성에 미치는 영향에는 조직몰입에 위계, 합의, 개발, 합리문화 모두가 영향을 미치는 것으로 나타났다. 직무만족에는 위계문화와 합의문화가 충성심은 위계문화와 개발문화가, 복종심에는 위계문화와 합리문화가 영향을 미쳤고, 사회적 참여에 합의문화와 합리문화가, 변화주도에는 개발문화가, 기능적 참여는 위계문화와 개발문화가 영향을 주는 것으로 나타나 전체적으로 위계문화가 조직효과성에 가장 많은 영향을 미치는 것으로 분석 되었다. 
둘째, 조직문화유형이 조직효과성에 미치는 영향에 리더십의 조절효과는 변혁적 리더십에서 합리문화가 시민행동의 모든 요인과의 관계에 있어서 양(+)의 조절효과가 있었고, 위계문화는 솔선수범자세와 충성도에, 합의문화는 복종심과 기능적 참여가, 개발문화는 복종심이 각각 양(+)의 조절효과가 있었다. 거래적 리더십에서 위계문화는 조직몰입과 충성심에서, 합리문화는 우호적 태도와 변화주도의 관계에 있어서 각각 양(+)의 조절효과가 있었고, 합의문화는 솔선수범태도와 복종심에서, 개발문화는 복종심에 있어서 각 각 양(+)의 조절효과가 있어 산림항공본부는 리더십 조절효과에 합리문화가 가장 큰 영향을 미치는 것으로 나타났다. 
결론적으로, 산림항공본부는 급격히 변화하는 환경 속에서 전문성을 높여 안전비행과 산림보호, 대국민지원 목표를 달성하여 변화된 환경에 대한 신속한 적응과 지속적인 혁 신으로 성장을 이룩하도록 문화를 구축해 나가야 한다. 또한, 조직효율성 향상을 위해  리더는 명확한 비전을 제시하고 승무원에 대한 지속적인 참여를 유도하여 창의적 관점 을 갖도록 격려하고 정해진 목표를 달성했을 때 뿐 만 아니라 성과창출을 위한 노력에도  적절한 보상을 취해 업무에 대한 성취감을 갖게 함으로써  직무만족도를 향상 시키고, 조직에 대해 방어적 태도를 취하지 않도록 직원들과 인간적 신뢰를 바탕으로 지속적인 동기부여를 하여야 한다. 따라서 본 논문이 본부의 직원들과 타 부처에서 산림항공본부문화를 이해하는데 참고가 되었으면 한다.


(Abstract) Recently, the role of the forest sector is being magnified through domestic and foreign condition changes, such as climate change and green growth. Not only is forest used as an economic function, it is a valuable resource that displays environmental, cultural, and ecological functions and is a nationally significant asset to Korea, which is a country compose of 64% forest. Furthermore, as forest has developed into an issue of international interest after the 1992 Rio Environment Development Meeting (UNCED), the helicopter has represented a greater role in forest fire and aviation cleanup to protect and preserve forestry for carrying out the mission of present times. Forest Aviation Headquarters was established in April 1, 1971 as Korea Forest Service Aviation and has achieved great development in organization, manpower, and possession of aircraft for 40 years. It has come across a breakthrough of reforming into the largest helicopter operational institution in Korea, equipped with top technology and manpower, to endeavor in achieving qualitative improvement in organizational expansion and duty performance. Nevertheless, the construction of an operation system for sustainable growth, achieved by breaking from customs settled within the fence of national institution, is regarded essential in preventing accident occurrence. Changes across all fields, including previous work performance form and system, are required for the future, and if preliminary countermeasures and preparations are not executed regarding such changes, the society can be threatened with a crisis. Thus, in these crossroads of selecting between overcoming crisis and acquiring safe future through active and anticipative changes or settling for the present and following others by passively adapting to situations, organizational culture and leadership are regarded important in playing the central role of management amid dangerous situation and severe conflict. The reason for this is that if various parties related to aviation duty do not properly execute conflict and crisis management, it does not simply end as an accident but incurs loss of life and equipment worth billions, thus even burdening the organization. Therefore, in order to achieve safety and goals of organization, a new leadership that internally presents vision to the organizational members and approaches from the perspective of managing atmosphere of self-satisfaction and absorption is most fundamentally required. Hereupon, the purpose of this study is to investigate the effect of organizational culture on organizational effectiveness and the regulation effects of leadership. In order to achieve such study purpose, research has been executed focused on two research problems. The first issue is verifying the effect of organizational culture type on organizational effectiveness. The second issue is to investigate whether leadership displays regulation effects in the relationship between organizational culture type and organizational effectiveness. Furthermore, this study possesses different characteristics from previous research in the three following perspectives. First, research subject is selected as Forest Aviation Headquarters, thus facilitating comparative analysis with research results based on other existing organizational types. Second, regulating effects of leadership, the insufficient research task of the aviation sector, are verified in organizational culture and organizational effectiveness. Third, organizational citizen behavior is measured in the behavioral aspect regarding organizational effectiveness to achieve a more detailed understanding on effect of organizational culture on organizational effectiveness. This study executes survey on employees of Forest Aviation Headquarters to collect data required in study. Frequency analysis, credibility analysis, factor analysis, correlation analysis, multiple regression analysis, and hierarchical regression analysis have been executed through the statistics package SPSS V12.0 to analyze research. The research results can be summarized as the following. First, the effect of organizational culture type on organizational effectiveness presented that hierarchy, agreement, development, and logic cultures all influenced organizational absorption. It was shown that hierarchy and agreement cultures affected work satisfaction, hierarchy and development cultures affected loyalty, hierarchy and logic cultures affected obedience, agreement and logic cultures affected social participation, development culture affected change initiative, hierarchical and development cultures affected functional participation, thus generally analyzing that the greatest effect was shown from hierarchical culture on organizational effectiveness. Second, regulation change of leadership presented positive (+) regulation effects from logic culture in the relationship with all factors of citizen behavior in transforming leadership, while initiative attitude and loyalty presented positive (+) regulation effects in hierarchy culture, obedience and functional participation showed positive (+) regulation effects in agreement culture, and obedience showed positive (+) regulation effects in development culture. In transactional leadership, organizational absorption and loyalty showed positive (+) regulation effects in hierarchy culture, favorable attitude and change initiative relationship showed positive (+) regulation effects in agreement culture, obedience showed positive (+) regulation effects in development culture, thus presenting that logic culture provided the largest effect on leadership regulation effects in Aviation Headquarters. In conclusion, Forest Aviation Headquarters is required to enhance professionalism within the rapidly changing environment to achieve safe aviation, forest protection, and national goals to construct culture for accomplishing growth through quick adaptation and continuous innovation regarding changed environment. Furthermore, in order to enhance organizational effectiveness, the leader has to present clear vision and induce continuous participation regarding flight attendants to encourage creative perspective, and should facilitate sense of accomplishment regarding work by providing appropriate compensation not only during achievement of decided goals but also during efforts for creating results to improve work satisfaction in order to provide continuous motivation based on humane trust with employees, thus enhancing work satisfaction and preventing defensive attitude toward organization. Thus, it is hoped that this thesis will be used as reference for the employees of headquarters and other authorities to understand the culture of Forest Aviation Headquarters.

목차

1.  서   론
1.1. 연구배경 및 목적 ························································   1
1.2. 연구범위   ····································································   2
2. 이론적 배경
2.1. 조직문화 개념과 유형  ···············································   4
2.1.1. 조직문화의 개념························································   4
2.1.2. 조직문화의 유형························································   8
2.2. 리더십    ······································································   13
2.2.1. 리더십의 개념 ·························································   14 
2.2.2. 리더십의 전개과정 ·················································   15
2.2.3. 변혁적 리더십과 거래적 리더십 ··························   16
2.3. 조직효과성 ·································································   18
2.3.1. 조작효과성의 개념 ·················································   18
2.3.2. 조직몰입 ···································································   20
2.3.3. 직무만족····································································   21
2.3.4. 조직시민행동.............................................   24
2.3.5. 조직문화와 조직효과성 ·········································   27
3.  연구의 설계와 방법
3.1. 연구모형   ····································································   32
3.1.1. 연구모형 ···································································   32
3.1.2. 가설설정 ····································································  33
3.2. 변수의 조작적 정의 ·····················································  34
3.2.1. 조직문화 ·· ·································································  34
3.2.2. 리더십 ·········································································  35
3.2.3. 조직효과성··································································  36
3.3. 측정도구 및 표본의 선정 ············································  37
3.3.1. 측정도구의 구성·························································  37
3.3.2. 측정도구의 신뢰도 및 타당도 ·································  39
3.3.3. 표본의 선정과 자료수집 방법 ·································  42
4.  실증분석
4.1. 상관관계 분석    ···························································   45
4.2. 가설검증 및 논의   ·······················································   46
5.  결    론
5.1. 연구결과의 요약 및 시사점··········································   73
5.1.1. 연구결과의 요약 ························································   73
5.1.2. 연구의 시사점  ···························································   74
5.2. 연구의 한계와 향후 연구방향·······································   76


   참고문헌  ············································································  78
   부록 : 설문지 ······································································  87
   Abstract ·············································································   95