(영문에세이) 공공기관 개혁과 경쟁 문화 도입 - 과연 만능해결책인가 (5C 전략을 중심으로)

소개글

Change Management 라는 과목에서 공공기관 개혁에 관해 작성한 영문 에세이입니다. 공공기관을 개혁함에 있어 경쟁 문화를 도입하는 것이 어떤 결과를 가져오는지, 사례를 중심으로 분석했습니다.

목차

1.Introduction
2.The need for restructuring public organization
3.The Consequences Strategy from the Five C’s
4.The case of Indianapolis: Managed competition
5.The benefits of the managed competition approach
6. The limits of the managed competition approach
7.Conclusion

본문내용

1. Introduction
In modern nations, public organizations provide services, playing considerable roles in the economy as well as social welfare. However, due to their characteristics of bureaucracy and monopoly, they sometimes become a huge burden to society. Thus, a notion of public sector restructuring appeared in an attempt to increase efficiency and productivity in government. In this sense, Osborne and Plastrik (1997) suggest five strategies (Five C’s) to reinvent government.

<중 략>

3.The Consequences Strategy from the Five C’s
Osborne and Plastrik (1997) suggest the five strategies for reinventing government- Core, Consequences, Customer, Control and Culture strategy. The Consequences strategy introduces incentives to public sectors. There is no incentive mechanism in a public organization, as workers are paid the same whether they do better or not. Therefore, the Consequences strategy creates consequences for performance. It tries to improve performance by using the principle of market and competition. Incentives work as a lever to stimulate public workers to improve themselves. There are three approaches in the strategy. The first one is to put the public organization into the market (Enterprise management). If not appropriate, the second approach is to create competition between the organization and other ones (Managed competition). The last approach is to measure performance (Performance management).

참고 자료

Carillion collapse to cost taxpayers £148m. (2018, June 7). BBC News. Retrieved from https://www.bbc.com/news/business-44383224
Cho, S. (2017). 공공기관 개혁. In 선진화 정책시리즈 (pp. 379–382). Hansun Foundation.
Demone, H. W., & Gibelman, M. (2013). The Privatization of Human Services: Policy and Practice Issues. Springer.
Kang, Y., & Choi, N. (2015). A study on the effectiveness of performance management system of the police agency : Focus on police officers’ understanding as the mediating factor, Korean Police Studies Review, 14:4, 3-36
Kim, C. (2008, June 3). 지방의료원 민영화의 폐해와 공공성 추구. 건치뉴스. Retrieved from http://www.gunchinews.com/news/articleView.html?idxno=10099
Kim, J. (2018). The Effect of Performance Evaluation Culture on Police Organizational Conflict. 한국콘텐츠학회 종합학술대회 논문집, 221–222.
Lee, S. & Lim, H. (2012). A Study on the Factors Determining the Performance of Police Officers. Korean Public Administration Review, 46(3): 357-378
Ler, E. (2017). Finnish Local Authorities' Experiences with the Use of ISO 9000. In Improving the Quality of East and West European Public Services. Routledge.
Lim, D., & Jung, J. (2015). A study of outsourcing of public institution: Focusing on K public enterprise. The Korean Journal of Public Administration, 24(3), 154.
Lips, D. A. (1998). Contracting out the operations of Indianapolis International Airport. Public Management Occasional Papers Contracting Out Government Services Best Practice Guidelines and Case Studies, (20), 85–89.
Moon, Y. (2011). The Level and Influencing Factors of Police Officers' Job Stress. The Korean Journal of Local Government Studies, 14(4): 41-60
Osborne, D., & Plastrik, P. (1997). Banishing bureaucracy: The five strategies for reinventing government. Reading, Mass: Addison Wesley Pub. Co.
Ra, Y. (2011). 공공기관의 성과관리 현황과 쟁점. 서울행정학회 동계학술대회 발표논문집, 78–79.
Radin, B. A. (2006). Challenging the performance movement: Accountability, complexity, and democratic values. Washington, D.C: Georgetown University Press.
Rigging the bids. (2016, November 19). The Economist. Retrieved from https://www.economist.com/europe/2016/11/19/rigging-the-bids