기업경영에 있어 인간중심 의사결정을 위한 ˹부서간 소통 조직심리˼ 사례 연구 = A Case Study of Organizational Psychology on ˹Inter-departmental Communication˼ in Corporate Management

다국어 초록 (Multilingual Abstract)

The purpose of this study is to investigate the organizational psychological obstacles and ways to overcome them to improve communication between dep artments in corp orate management through a case study of S comp any. For this purpose, through field observation, the decision-making process between dep artments was examined in the case of meeting consultation, and the causes of departmental partition problems in decision-making were identified at the organizational psychological level. The main problems identified were: First, as departmental decision-making is concentrated on top-level executives, it is difficult to manage responsible management for delayed business decision-making and timely business investment because mutual consultation decisions are not made on the line of middle managers between departments.
Second, the reason for such top-level decision-making is that personnel decisions are made according to the power structure centered on business performance and management, rather than those who understand the business structure well. Third, as the cause of a rigid organizational culture, loyalty to top evaluators is more important than workability and performance, creating a culture of disciplining thinking for the head of the department. As an implication according to the research results, an alternative can be to reorganize the team to increase the proportion of individual performance, or to further subdivide the work by drastically reducing the work to simple tasks, and to delegate decision-making authority to middle managers. A radical approach is to avoid insisting on role-oriented “functional teams” and to adopt the form of human-centered integrative “collaborative groups”. In addition, the improvement of organizational culture that strengthens communication between departments and the strengthening of psychological character education for organizational members should be carried out in parallel.

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