post-NPM 시대의 정부조직진단의 전략 및 활성화 방안에 관한 연구 = A Study on the Strategies and Activating Methods on Government Organizational Diagnosis in the Post-NPM Era

다국어 초록 (Multilingual Abstract)

As the global environment changes, numerous challenging problems arise in every sector. To resolve these problems and complex policies, and to satisfy public administration needs, it is critical to ensure congruence on government operation and government organizational management. To do this, it is very important to pay attention to government organizational diagnosis.
The government paradigm has changed from NPM (New Public Management) to post-NPM since 2005(8). The main values of the post-NPM era are reemphasizing public concerns, civic participation, open information, and collaboration to resolving wicked issues. To achieve government operation and government organizational management, government needs constant and proactive organizational diagnosis by reflecting these values. This study aims at ensuring the congruence of government organizational diagnosis according to the government paradigm changes in post-NPM era to resolve wicked issues and meet public administration needs.
This study has the following main subjects: first, government operation changes (from NPM to post-NPM), organizational theory logic (global environment changes → public administration needs and policies problems → government functional readjustment → government organizational redesign → HR reallocation → optimizing public administration resources and policy tools) and the core values in post-NPM era were reviewed.
Second, this study analyzed the following case studies: ⅰ) government organizational diagnosis of the U.K, U.S, Germany, France, Japan, Australia, and New Zealand; ⅱ) organizational diagnosis of the private sector such as Accenture, Sony, Nutrimental SA, Samsung Group, Samsung Display, and McKinsey&Company; ⅲ) reorganization congruence of the Anti-Corruption & Civil Rights Commission, Daejeon Metropolitan City, Korea Expressway Corporation.
Third, this study conducted in-depth interviews for acquiring the perceptions of experts regarding the issues of government organizational diagnosis, such as the necessity, validity, and connectivity of organizational diagnosis and core values of post-NPM, as well as the organizational diagnosis model and modules.
Fourth, by conducting these processes, this report reshaped the original organizational diagnosis model and modules into a new model and modules reflected by the core values of post-NPM. Government organization diagnosis models changed from the old models, focused on NPM values, into a new model, reflected by the core values of post-NPM. The new modules are composed of three processes: the macro phase has ⅰ) environment analysis, ⅱ) public administration needs and wicked issues diagnosis; the procedural phase has ⅲ) process-silos-collaboration diagnosis, ⅳ) crossfunction and organizational structure diagnosis, ⅴ) HR diagnosis, ⅵ) culture-behavior analysis; and the managemental phase has ⅶ) performance management diagnosis, ⅷ) change management diagnosis, ⅸ) intelligent knowledge management diagnosis.
Fifth, to acquire the strategies of government organizational diagnosis based on post-NPM, each module has specific diagnosis factors, detail diagnosis factors and diagnosis considerations reflected the core values of post-NPM. Each module must have its own key factors for strategies for government organization diagnosis. Additionally, this report proposes activating methods to promote government organizational diagnosis focused on post-NPM as follows: ⅰ) diagnosis value should be directed toward public concerns and governance, ⅱ) diagnosis objects should be directed toward resolving wicked issues by collaborative approaches, ⅲ) diagnosis tools should be connected between modules and utilized intelligence (IoT, Cloud Computing, Big Data, Mobile).